1. business and industrial

UAL's Community of Practice Initiative
Creative Partnerships for entrepreneurship development
Giustina Secundo,
University of Salento, Lecce, Italy
The Creative partnerships
 Creative partnerships (CPs) are partnerships between culture and business: they foster
artistic interventions in organisations. The aim is to cross-fertilise the competences of
the world of the arts and the world of the business organisation. Creative partnerships
are forms of interdisciplinary cooperation that involve a transfer of creative skills aiming
at sparking innovation and awareness-raising.
 The main purposes of Creative Partnerships are to:
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foster human growth and organisational development;
stimulate creativity and enhance innovation;
offer new points of view;
create contexts in which problems can be tackled;
stimulate and express creativity;
develop professional and personal skills;
break barriers between different communities or fields;
achieve mutual ‘crosspollination’ between sectors.
Source: European Union, (2014) Policy Handbook on promotion of Creative Partnership.
G. SECUNDO March 16, 2015
The Impact of Creative Partnerships
Creative partnerships have different forms of impacts
PERSONAL IMPACT
PROFESSIONAL IMPACT
Making people more conscious and empowered.
Developing skills to think out of the box, look for non-conventional
approaches , engage with multiple perspectives.
SOCIAL IMPACT
In alleviating integration problems, enhancing cohesion, creating
new networks, promoting sustainability
ECONOMIC IMPACT
In business, cooperation with artists allows companies to change
and grow by improving product quality, developing new products,
or even changing business models and creating new jobs.
Source: European Union, (2014) Policy Handbook on promotion of Creative Partnership.
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A wide definition of Entrepreneurship
Entrepreneurship: is a process of exploiting opportunities that exist in the environment or
that are created through innovation in an attempt to create new economic and social value,
through innovative business models.
CORPORATE
ENTREPRENEURSHIP
INDEPENDENT
ENTRENEURSHIP
SOCIAL
ENTREPRENEURSHIP
INTERNATIONAL
ENTREPRENEURSHIP
ACADEMIC
ENTREPRENEURSHIP
Entrepreneur: bring together
ideas, competences and
resources developing
connections and establishing
organizations, to create
economic, societal,
environmental value.
Entrepreneurship is the engine of the economic growth. Improving skills to create human
capital able to generate new knowledge for entrepreneurship is one of the most important
ways to raise innovation, productivity and economic growth.
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The entrepreneur in education, business and society…
ENTREPRENEURIAL
GRADUATES IN
EDUCATION
ENTREPRENEURS IN THE
ENTERPRISE
ENTREPRENEURS IN THE
SOCIETY
The policy recommendation of suprational institutions like World
Economic Forum, OECD, and European Union recommend the
diffusion of an entrepreneurial awareness and mindset at all level
of education starting from the primary school.
In the «individualised corporation» the front line manager become
the primary initiator of entrepreneurial action, becoming
entrepreneurs, creating and pursuing new opportunities for the
increasing the business performance (Ghoshal and Bartlett, 1997).
A vibrant base of creative and innovative entrepreneurs is critical
to meet the challenges of globalisation and to take advantage of
opportunities. Entrepreneurs create employment thus creating an
important role for the economic development. Every citizens
should be engaged in life long entrepreneurial learning process
for turning ideas into actions (Small business Act for Europe
2008).
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The Innovative entrepreneur
The Innovative Entrepreneur is a professional profile able to identify and
develop new ideas, generating new Knowledge based opportunities, in order
to create economic and social value, through innovative business models,
compatible with the societal challenges (Goldberg, 2006; Allen, 2009; Byers, 2008).
BROAD TRANSVERSAL COMPETENCIES
Higher order thinking, creativity and
entrepreneurial skills have become important
in the workplace more than “subject specific
skills” (GII, 2014).
BUSINESS
COMPETENCIES
ENTREPRENEURIAL
MINDSET
PROFESSIONAL
SKILLS
SUBJECT/DOMAIN
SPECIFIC SKILLS
(“T-shaped” Profile Hayashi and Kurokawa, 2009)
6
The Innovative Entrepreneur competence and skills)
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The Entrepreneurial mindset
Entrepreneurial mindset: is a way of thinking, the capacity to develop creativity, sense of initiatives, problem
solving, goal attainment, motivation, risk taking for opportunities development.
Entrepreneurial
BEHAVIOR
Entrepreneurial
ATTITUDES
Entrepreneurial
SKILLS
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Opportunity recognition
Creativity and Innovation
Problem solving
Taking action
Responsibility for managing projects
Ability to reflect in challenging environment
Personal awareness
Networking and communication.
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Achieve goals and ambitions
Enhance self-confidence and belief
Perseverance, resilience and determination to achieve goals
Internal locus of control
Active experimentation and orientation
Creative solutions to challenging and complex problems
Holistic approach to management
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Persuasion and negotiation
Leadership capacity
Idea negotiation with stakeholders
Lifelong learning
Reflection and action
Entrepreneurial spirit
Interpersonal skills
Communication and Strategy skills
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Entrepreneurship as a dynamic learning process
 The emerging context of the Entrepreneurial economy requires to entrepreneurs to be
continuously engaged in learning process to identify and exploit the opportunity (Harrison
and Leitch, 2011).
 In a competitive complex context is fundamental to point out the shift of entrepreneurship
from a static perspective, i.e. a trait-based approach, to a dynamic view, i.e. a learningbased approach (Cope, 2005, Rae, 2006; Gemmell, et al., 2011; Wang and Chug, 2014).
 As Minniti and Bygrave (2001) state, “entrepreneurship is a process of learning, and a
theory of entrepreneurship requires a theory of learning” (p. 7).
 Continuous learning processes allow entrepreneurs to develop and grow as well as enable
organizations to engage in strategic renewal processes (Cope, 2005; Corbett, 2005;
Kenworthy and McMullan, 2013).
 An emerging interpretation of the entrepreneur as a permanent learner (Franco and Haase,
2009) is recalled.
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Entrepreneurial learning defined
The Entrepreneurial learning research has revitalised the Entrepreneurship research by
focusing on learning and developmental process of entrepreneurship. How and when
learning take place are fundamental to understand the entrepreneurial development. An
emerging interpretation identifies Entrepreneurial learning as:
 Learning mechanisms taking place in the entrepreneurial process (Holcomb et al.
2009; Politis 2005; Ravasi and Turati 2005)
 venture learning (Berglund et al. 2007)
 learning to recognize and act on opportunities to initiate, organize and manage
ventures (Rae 2005),
 continuous development of entrepreneurial knowledge through the experiential
Learning (e.g. Minniti and Bygrave, 2001; Politis, 2005).
 a process based on intuition and interpretation (Franco and Haase, 2009)
 a taxonomy of entrepreneurial learning regards three main pairs typologies of
learning, namely individual and collective learning, exploratory and exploitative
learning, and intuitive and sensing learning (Wang and Chug, 2014).
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Applying a ‘’Learning Lens’’: Research Direction
So far the Entrepreneurial Learning research appears fragmented. The investigation of the
dynamic entrepreneurial learning process as happening in different entrepreneurial context
needs to be furtherly developed. Questions of interest include:
 What are the organizational factors supporting the development of entrepreneurial learning for
the renewal of a knowledge intensive enterprise?
 What are the types of entrepreneurial learning that take place at individual and/or collective
level in knowledge intensive enterprises?
 How does learning take place in knowledge intensive enterprises through employees’
engagement in relation to entrepreneurial activities?
 What are the organizational conditions promoting or hampering entrepreneurial learning?
 What kind of entrepreneurial learning processes are more relevant in the different phases of
entrepreneurial development (design, launch, and growth of new venture) in a knowledge
intensive enterprise?
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Entrepreneurial leaning process goal
 Entrepreneurial learning process aims to develop people who
are capable of identifying opportunities for setting up a new
venture (start up), developing and growing an existing business
(corporate entr.), or designing an entrepreneurial organisation
(indipend entrepr.)
 Entrepreneurial learning process focuses on the development
and application of an enterprising mindset and skills in different
contexts, including new or existing businesses, non-governmental
organisations, the public sector and social enterprises.
 The ultimate goal of entrepreneurial learning is identified in
developing a combination of enterprise awareness,
entrepreneurial mindset and entrepreneurial capability.
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A framework for the entrepreneurial learning process
EXPERIMENTING
INTUITING AND SENSING
QUESTIONING
ABSORBING
REFLECTING
LEARNING
PROCESS
INDEPENDENT ENTREPRENEURSHIP
STAGE 1: PRE MARKET
1
STAGE 2: START- UP
New
Skills
and
ability
to to
approach
New
Skills
and
ability
problems
in
an
enterprising
manner
approach
problems in an
Learn
how to create
enterprising
mannernew business
2
3
ENTERPRISE AWARENESS
4
STAGE 3: GROWTH
CORPORATE ENTREPRENEURSHIP
Skilled enterprising
Skilledwith
enterprising
thinker
the abilitythinker
to with
the ability
to engage in
engage
in enterprising
enterprising
activities
activities
Entrepreneurial actions that can
stimulate the Entrepreneurial
process and expand the existing
business
ENTREPRENEURIAL MINDSET
ENTREPRENEURSHIP
DEVELOPMENT
ENTREPRENEURIAL CAPABILITIES
SOCIAL ENTREPRENEURSHIP
ACADEMIC ENTREPRENEURSHIP
CREATIVE PROCESS allow to improve the social, cognitive, emotional and creative abilities of the participants.
1
ENTREPRENEUR
2 ACADEMIC ENTREPRENEUR
3 NASCENT ENTREPRENEUR
4 STUDENT
Source: personal elaboration. On going research
G. SECUNDO March 16, 2015
LEARNING
ACTOR
Creative partnership for Entrepreneurial development
 Creative partnerships have proved in many cases to improve the social, cognitive,
emotional and creative abilities of the participants enhancing the entrepreneurial
development.
 They can help entrepreneurs raise their motivation, and learn how to deal with emotions.
 They allow entrepreneurs to develop a creative process that includes questioning, challenging
assumptions, wondering and curiosity;
 They allow entrepreneurs daring to be different, managing risk, and resilience; making new
connections, using intuition and imagination;
 They develop the ability to refine and improve ideas; technical excellence; collaborative
skills; and emotional literacy.
G. SECUNDO March 16, 2015
Thanks for your attention!
“
What we need is an entrepreneurial society in which innovation and
entrepreneurship are normal, steady and continual.”
[Peter F. DRUCKER]
Giustina Secundo
Innovation Insights Hub – University of the Arts - London
University of Salento - Department of Engineering for Innovation
e-mail: giusy.secundo@unisalento.it; g.secundo@arts.ac.uk
tel: +39 0832 297916: Mob. + 39 3333591967
G. SECUNDO March 16, 2015