13th Annual International Management Conference Proceeding

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and retrenchment that has affected many in the country. These are rational defensive responses from unemployment and poverty (Kisaka and Mokaya, 2006). This can only be safeguarded if an enterprise culture is developed, through support mechanisms. Education and training have an important bearing on the performance of MSEs and in promoting national economic competitive advantage and prosperity (Bwisa, 1997). Most entrepreneurs (75.7%) interviewed during the National Baseline Survey (GOK, 1999), either had primary or no education (Table 4). Although the holders of primary education may not be the main catchment area for KIA’s training programmes, trainers of entrepreneurs are trained at the institute. Additionally, other services: research and consultancy are also offered to them. Table 4: Levels of Education Attained by Entrepreneurs (%) (1995 and 1999) Education 1995 1999 None 20.4 10.6 Primary 55.3 54.4 Secondary 23.2 33.1 Higher 1.2 1.8 Total 100.1 100.0 Source: GOK, Central Bureau of Statistics (CBS) International Center for Economic Growth (ICEG) and K-Rep Holdings Ltd., (1999:42). National Micro and Small Enterprise Baseline Survey 1999. Nairobi, Kenya. The Survey supports Bwisa’s (1997) view, that entrepreneurship and training are inextricably linked. Training of entrepreneurs in Kenya has been introduced in some institutions to produce persons with skills in entrepreneurship. But, training was found to seriously be lacking in MSEs. About, 85% of the entrepreneurs had not received any training. The disparities in lack of training by gender were 86.9% for women and 83.4% for men; (Table 5) showing a gap that KIA can fill through training and undertaking a needs assessment to establish new needs since the 1999 survey. Table 5: Type of Training Received by Entrepreneurs by Gender Training Men Women Total None 83.4 86.9 85.1 Management 0.8 1.1 0.9 Technical 9.1 7.5 8.3 Marketing 0.8 0.5 0.7 Informal 1.4 1.8 1.6 Consultancy 1.2 0.9 1.0 Counseling 2.2 1.0 1.6 Other 1.1 0.3 0.7 Total 100.0 100.0 100.0 Source: GOK, Central Bureau of Statistics (CBS) International Center for Economic Growth (ICEG) and K-Rep Holdings Ltd., (1999:43). National Micro and Small Enterprise Baseline Survey 1999. Nairobi, Kenya. Areas such as management, technical training, marketing and counseling were reported as key areas where training was required. Some of the respondents mainly desired knowledge on the entrepreneurial process (entrepreneurship): starting a business, management, accounting, and marketing (Table 6). Table 6: Type of Training Required by Entrepreneurs by Gender Training Men Women Total None 50.8 53.6 52.1 Management 26.5 18.9 22.8 Technical 11.1 9.5 10.3 Marketing 8.1 11.6 9.8 Don’t Know 1.6 4.7 3.1 Other 1.9 1.8 1.8 Total 100.0 100.0 100.0 23
Source: GOK, Central Bureau of Statistics (CBS) International Center for Economic Growth (ICEG) and K-Rep Holdings Ltd., (1999:44). National Micro and Small Enterprise Baseline Survey 1999. Nairobi, Kenya. Table 5 shows that some entrepreneurs reported training requirements in areas that KIA can provide. The survey also established a relationship between membership in business associations and education. The distribution of entrepreneurs by association membership showed that many are university graduates (GOK, 1999) who are also the main KIA trainees (KIA 2001 - 2006). Gibb, (2002) opines that networking is an important component in enterprise culture, which provides members with potential for business contacts, protection, promotion of business interests, assistance and avenue for advancement. Network creation and sustenance is one of the Modules popularly taught in KIA progrommes. 4.3 KEY ISSUES AND CHALLENGES IN ENTERPRISE CULTURE DEVELOPMENT Given the dynamic society in which KIA operates, the Institute takes cognizance of the continued challenge posed in the process of positioning itself at the cutting edge of new developments in management practices and governance issues with regard to provision of training, research and consultancy services. Several issues and challenges arise out of the role of KIA as part of the entrepreneurial support system as shown below: 4.3.1 Why Kenya lacks an Enterprise Culture It is clearly evident that in some societies, some people aspire to business ownership than others. Arguably, this does not result from intrinsic personality differences, but existence of stronger enterprise culture (ILO, 2001). The creation of an enterprise culture needs wider and more fundamental changes in Entrepreneurship Development Programmes (EDP). The following reasons why Kenya lacks a developed enterprise culture are presented with reference to the components of enterprise culture as given by Gibb (1988): 4.3.2. Abundant positive role images Kenya suffers from scarcity of positive role images of successful independent businesses (Mullei 1999, GOK, 2005). The country has suffered from high level of corruption. This makes many people associate business success with this vice (GOK, 2005). KIA has been giving an input integrity issues in the training programmes 4.3.3 Opportunity to practice entrepreneurial attributes The opportunity to practice entrepreneurial attributes is reinforced by society culture during the formative years. However, the Kenyan culture doesn’t stand failures. Mostly, business failures are not given a second chance. Failure is not seen as opportunity for the lessons learnt which causes self-blame. Yet, these MSEs have “… a high mortality rate with most of them not surviving to see beyond their third anniversaries” (GOK, 2005:6). Further, some people who are good at identifying business opportunities, but not courageous enough to take risks to convert them into businesses are not encouraged by society. Many Kenyans have negative attitudes and attach a social stigma to being in business, and business attempts are mostly taken as second best after academic failure. The first-rate academic performers are socialized to work for blue-chip corporations in white color jobs (Mullei, 1999). This discourages Kenyans to entrepreneurial practice. 4.3.4 Ample opportunity for familiarization with small businesses Familiarization with small businesses tasks especially during youth in a country faced with high level of unemployment is not possible. Further, many businesses do not give youth a chance to experience entrepreneurship. This is reflected in the lack of a clear government policy on industrial attachments. Practically, KIA gives opportunities for industrial attachments, but further input is required at policy level. 4.3.5 Network of independent business/family contacts and acquaintances Success in the world today calls for collaboration with different organizations (Khanka, 2004), but Kenya has many business Associations A network of independent business/family contacts and acquaintances reinforcing familiarity and providing market entry opportunities is impractical in a country that suffers from lack of abundant role models. Additionally, most business related networks are young with low membership 24
Page 1 and 2: Gender diversity on the Board, Inte
Page 3 and 4: its own. Relationship-based assets
Page 5 and 6: Boards, for example, enable the fir
Page 7 and 8: H7: Firms with diverse boards are i
Page 9 and 10: 29. Johnson, J., Daily, C., and Ell
Page 11 and 12: population in Kenya especially in a
Page 13 and 14: John Adair highlighted the importan
Page 15 and 16: PRACTICAL ANALYSIS TO RESOLVING KEY
Page 17 and 18: SUB-THEME : SOCIO-CULTURAL ISSUES A
Page 19 and 20: ecognize and nourish their capabili
Page 21 and 22: threatened by increased dynamism in
Page 23 and 24: 2.0 THEORETICAL FRAMEWORK At the ro
Page 25 and 26: 2.1 Dynamics of Entrepreneurial Dev
Page 27 and 28: FIGURE I: THE ROLE OF KENYA INSITIT
Page 29: 4.2.3 Researches Services This is a
Page 33 and 34: with regard to training, research a
Page 35 and 36: REFERENCES 1. Balunywa Waswa, (2004
Page 37 and 38: APPENDIX I: SCHEDULED PROGRAMMES RU
Page 39 and 40: economy activities that include one
Page 41 and 42: III. SMALL AND MEDIUM ENTERPRISE (S
Page 43 and 44: two professors used a survey questi
Page 45 and 46: V. RECOMMENDATIONS : ADDRESSING THE
Page 47 and 48: 16. International Finance Corporati
Page 49 and 50: DEVELOPING INTRAPRENEURSHIP IN SMAL
Page 51 and 52: � Innovators � Leaders � Inde
Page 53 and 54: The intrapreneur is really the corp
Page 55 and 56: Figure 1 The Model of Intrapreneurs
Page 57 and 58: 1. Leadership - Any organizational
Page 59 and 60: to (Kolveried and Amo, 2002). This
Page 61 and 62: REFERENCES 1. Antoncic, Bostjan and
Page 63 and 64: 39. Kibas, Peter B. and George O. K
Page 65 and 66: 75. Whitehead Martin (2004). Rescue
Page 67 and 68: Perceived desirability Perceived fe
Page 69 and 70: experience empathy is a social entr
Page 71 and 72: ATTITUDES (Behavioral beliefs x Out
Page 73 and 74: Sociologists and organizational the
Page 75 and 76: accountability. They assess their p
Page 77 and 78: DETERMINANTS OF AGRICULTURAL OUTPUT
Page 79 and 80: The Objective of the study The obje
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A production function portrays an i
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But, Y � ax j i i bi xj b ui je .
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Land Land size and land fragmentati
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Agricultural Extension Because of l
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REFERENCES: 1. Chambers R. (1983) R
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The training approach to small ente
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Topic of Training No. of Respondent
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Key to Figure A - More capital inve
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Conclusion programmes were implemen
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Bibliography 1. Abrahamson, R and H
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whether those trained start their o
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Changes were also noted in business
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Conclusions From the findings, ther
Page 107 and 108:
References 1. Baldwin, T. T., & For
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13th Annual International Management Conference Proceeding

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