Entrepreneurial learning through action: a case study of the Six-Squared program

Abstract

This paper explores the role of ‘action’ in entrepreneurial learning and illustrates how programs designed to support action learning can enhance management development in entrepreneurial businesses. The paper begins by exploring action learning and the way ‘action’ is conceived in different types of program. In the second part, the paper details the policy and theory issues that have led researchers to argue for action learning for entrepreneurs. Here, two basic drivers are identified: first, the inadequacy of current management development support and, second, the growth of entrepreneurial learning as a new area of research. The paper develops an argument to illustrate how action learning is valued within this context. Finally, the paper introduces a case study of an action learning program, reports the evaluative research undertaken and explains the benefits of action learning for entrepreneurs.

Keywords:

• entrepreneurial learning
• small business
• SME
• learning sets

Notes

Although the ‘entrepreneur as facilitator’ role is not without its challenges including: ensuring appropriate training for facilitators; assisting with the organization of set meetings; and encouraging networks across learning sets.

The first entrepreneur's comments also indicate why it may be important to carefully select participants and only include entrepreneurs who have already started and are running their businesses.

The problems experience for this program do suggest that mentoring support and training may be required although some entrepreneurs felt that this ‘spoilt the whole idea of it’ because it removed the ‘learning by doing’ method for a traditional method. Others were more supportive and felt that just having ‘… a few pointers to help get through it’ would suffice.