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Project management and entrepreneurship competences

Project management and entrepreneurship competences AbstractCompetence frameworks are increasingly used in several practice fields and have been an object of research. A typical development trend has been encapsulation into a particular field, not considering the developments in related fields. Similarly, in research, learning from neighbouring disciplines has been rare. Yet, during the past decade, there have been several attempts at linking essentially related disciplines in practice, such as entrepreneurship and project management. This is a reaction to the trends in the labour market – a growing demand for people with diverse competences. In this context, converging different fields via competences deserves more attention. This paper compares the competences required for project managers and entrepreneurs; in addition, it explores the possibilities for mutual enrichment, contributing to further linking of project management and entrepreneurship conceptually. The cross-examination of competences for entrepreneurs (The Entrepreneurship Competence Framework or EntreComp) and for project managers (International Project Management Association's Individual Competence Baseline [IPMA-ICB]) reveals some quite significant, but also weak, correlations. The linguistic approach used has natural limitations, as different terms have been used to convey the same concepts. Thus, a relational linguistic analysis and conceptual analysis have also been applied. The main implication is the recommendation to integrate core project management competences into competence models for entrepreneurs. A natural progression of this work is to build a common competence model for entrepreneurs and project managers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Central European Economic Journal de Gruyter

Project management and entrepreneurship competences

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Publisher
de Gruyter
Copyright
© 2021 Taavi Tamberg et al., published by Sciendo
eISSN
2543-6821
DOI
10.2478/ceej-2021-0003
Publisher site
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Abstract

AbstractCompetence frameworks are increasingly used in several practice fields and have been an object of research. A typical development trend has been encapsulation into a particular field, not considering the developments in related fields. Similarly, in research, learning from neighbouring disciplines has been rare. Yet, during the past decade, there have been several attempts at linking essentially related disciplines in practice, such as entrepreneurship and project management. This is a reaction to the trends in the labour market – a growing demand for people with diverse competences. In this context, converging different fields via competences deserves more attention. This paper compares the competences required for project managers and entrepreneurs; in addition, it explores the possibilities for mutual enrichment, contributing to further linking of project management and entrepreneurship conceptually. The cross-examination of competences for entrepreneurs (The Entrepreneurship Competence Framework or EntreComp) and for project managers (International Project Management Association's Individual Competence Baseline [IPMA-ICB]) reveals some quite significant, but also weak, correlations. The linguistic approach used has natural limitations, as different terms have been used to convey the same concepts. Thus, a relational linguistic analysis and conceptual analysis have also been applied. The main implication is the recommendation to integrate core project management competences into competence models for entrepreneurs. A natural progression of this work is to build a common competence model for entrepreneurs and project managers.

Journal

Central European Economic Journal – de Gruyter

Published: Jan 1, 2021

Keywords: competences; entrepreneurship; linking; project management; L26; J24; M54

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