A Research Companion
Edited by Mustafa F. Özbilgin and Ayala Malach-Pines
Chapter 15: The Training and Development of Managers and Entrepreneurs: The Role of Integrative Capability
15. The training and development of managers and entrepreneurs: the role of integrative capability Elizabeth Chell INTRODUCTION The theme of this chapter is the training and education of future managers and entrepreneurs. Do our extant education programmes (such as the MBA) meet the needs of future managers and entrepreneurs? If not, how should their education best be achieved? Should such programmes be developed to meet government and industry agenda to produce people with capability, and, if so, what does this mean? Whilst there is an economic context that is driving this agenda, there are also deeper questions about the psycho-social basis of managers’ and entrepreneurs’ learning and development needs that, arguably, once understood, should assist in the design of more eﬀective programmes of teaching and learning. Thus the objective of this chapter is to consider the basis of those particular learning and development needs and their implications. But, in scoping these issues in a holistic way, some mention, however brief, should be made of the political and economic backdrop, as well as the position being taken in respect of the nature of entrepreneurship and innovation. Successive governments on a world stage have positioned their country on issues of productivity and competitiveness (Chell and Allman, 2003). Some, including the UK, found their country’s performance wanting; this is for the now familiar reasons of regenerating and transforming relatively old and stagnant industries to produce a new economy or because the particular economy is being generated from a relatively new and low...
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