Entrepreneurial Coaching: A Two‐Dimensional Framework in Context

Silja Kotte,Kathrin Rosing,Heidi Möller,Isabell Diermann

doi:10.1111/apps.12264

Abstract

Coaching is increasingly used to support entrepreneurs across different stages of the entrepreneurial process. Due to its custom‐tailored, active, and reflection‐oriented approach, it has been suggested that it is particularly well suited to entrepreneurs’ complex job demands. However, in the entrepreneurial context, the term coaching lacks a clear definition and is frequently used interchangeably with other types of support. We therefore sought to characterize entrepreneurial coaching (EC) and to position it relative to related interventions. We conducted 67 interviews with coaches (n = 44) and early‐stage entrepreneurs (n = 23) experienced in EC. Using qualitative content analysis, we specify outcomes, input, process, and contextual factors for EC. Among process factors, we identify seven coach functions that reflect specific coach behaviors. Contextual factors include entrepreneurial job demands and institutional boundary conditions of “embedded” EC. Based on our findings, we position EC within a two‐dimensional framework, consisting of the expert‐ versus process‐consultation approach and the individual‐work‐venture focus. We locate the seven coach functions within this framework. Relative to other interventions, EC stands between classical workplace coaching and start‐up consultancy, closer to, yet distinct from, entrepreneurial mentoring and executive coaching. We derive practical implications for coaches, entrepreneurs, and organizational stakeholders and propose directions for future research.

Highlights

Entrepreneurship is increasingly important in today’s working world
We elaborate on input factors (RQ2), process factors (RQ3), in particular coach behavior and functions (RQ3a), and on contextual factors that impact upon entrepreneurial coaching (EC) (RQ4)
Based on the review of the literature, our empirical findings, and the discussion thereof, we propose a definition of entrepreneurial coaching as follows: Entrepreneurial coaching is a custom-tailored, reflective, and results-oriented development intervention that is directed towards entrepreneurs with differing levels of experience and across different stages of the entrepreneurial process

Summary

Introduction

Entrepreneurship is increasingly important in today’s working world. As entrepreneurs generate innovations, create jobs, and increase productivity, their importance for national labor markets and the economy is significant (Van Praag & Versloot, 2007). Compared to employed professionals, entrepreneurs must tolerate longer working hours, intense time pressure, and high levels of complexity and uncertainty Entrepreneurs often assume multiple roles simultaneously, frequently acting both within the company (e.g. as the managing director) and as a shareholder, thereby increasing their stake in their venture (St-Jean, 2011). While some of their job demands, for example high levels of responsibility, resemble those of executives (Berman, 2019), entrepreneurs are more closely tied to their venture, financially as owners and emotionally as creators of their business idea (Jayaraman, Khorana, Nelling, & Covin, 2000)

Objectives

Methods

Results

Discussion

Conclusion