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Abstract
It is recognized that the value of entrepreneurship education and the recruitment of practising entrepreneurs for such learning programmes can be problematic. This raises an important and challenging issue for universities when they are increasingly being asked to develop the leadership and management capabilities of entrepreneurs. In this account of practice, the authors explore the role for business simulation in the development of existing entrepreneurs’ and small business leaders’ strategic decision-making skills. The article describes and reflects on a pilot business simulation course, considering the challenges in the planning, the engagement of entrepreneurs and the delivery of the programme. It provides insights into the value of introducing this form of learning experience and exposes the significant challenges associated with engaging small business leaders.
Highlights
Little is known about the practical impacts of how we teach and the effectiveness of methods used in the classroom to support the development of entrepreneurship for the traditional student population in higher education (Nabi et al, 2017)
Even less is known about the effectiveness of classroom methods used to support existing entrepreneurs and small business leaders plying their trade in a volatile, uncertain and complex global economy. This is an important issue in contemporary society, with universities increasingly being asked to develop the leadership and management capabilities of entrepreneurs and small businesses in response to various societal challenges, including poor productivity and economic performance. This account of practice explores the role for business simulation in the development of the knowledge and skills of existing entrepreneurs and small business leaders associated with business strategy
Business simulation has been used in education for more than 50 years and is one of several approaches used to provide a more authentic and work-related learning experience for students (Goi, 2019)
Summary
Two of our partners in the EU project had long-standing university sector networks (in agro-food and construction) that met regularly and provided a natural forum for piloting business simulation The absence of this type of network in other areas, including our own, meant that considerable engagement activity was necessary to encourage the participation of entrepreneurs in the piloting activity. Marketing collateral in the form of a flyer was produced for distribution indicating the nature of the event and including a call to action which involved a simple workshop registration process. This awareness-raising activity met with some success in generating initial interest and enquiries, from local business networks and LinkedIn professional networks.
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