13th Annual International Management Conference Proceeding

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entrepreneurship education has been relegated to provision of employable attitudes and skills. To reduce constraints experienced in EDPs, it is necessary to improve their design and effectiveness. There is need to reorient the curriculum to include entrepreneurial skills and to give the youth confidence to use these skills. KIA should place enterprise management agenda top in its curriculum especially for senior management programmes and also develop training programmes for special groups of entrepreneurs such as women and youth and initiate confidence-building programmes to accelerate enterprise culture development. The Institute can also stagger entrepreneur learning over time with in-built practical experiences and professional follow-up support for participants. KIA can train policy-makers, potential and actual entrepreneurs and their workers especially in managerial and entrepreneurship skills which is wanting. 5.1.1.5 Development of Abundant Positive role models and Image The institute can also develop special TOT programmes to meet this need and also make more use of successful entrepreneurs and craftsmen from successful and failed enterprises in training programmes as role models to add more practical dimensions. KIA can also assist in designing trainers, trainee, and user manuals for the key actors. These would inter-alia contain information on relevant issues: planning and needs assessment, target groups involvement, identification of indicators for success, and tools for monitoring and evaluation, coaching, mentoring and leading by example. Priority actions should be taken to enhance access, raise quality, relevance, efficiency, effectiveness and promote research and development. Training capacities in training institutions should also be enhanced. 5.1.1.6 Network of Independent business/Family contacts and Acquaintances Most SME associations have weak capacities in terms of finance, management systems and human resources (GOK, 1999). KIA can help them develop management systems, and strategic plans carry out training needs assessment, design, run and evaluate staff training programmes on areas such as: assertivess, lobbying, staff appraisal, supervision and team building. KIA can also facilitate the representation and involvement of different organisations in the Institute’s programmes to enhance their relationships. Such arrangements will encourage networking among them. Gibb (1988) confirms that existence of forums and networks of business contacts enhances interaction of potential, emerging and successful entrepreneurs, and positively influences the former to go into business. The Institute therefore, can collaborate with relevant institutions to facilitate improved mechanisms for information sharing, research, consultancy and training. KIA can also help in developing guidelines for implementation of policies and benchmarks for monitoring and evaluation of enterprise performance, where KIA is well versed. In a bid to address the above issues KIA could initiate and assist in developing comprehensive public entrepreneurship training and capacity building policy. More deliberate moves by KIA constantly to position itself as excellent entrepreneurial support provider are required through targeted advertisements, public talks and press conferences. 5.3 Recommendations for Further research This paper recommends that further research be undertaken on enterprise culture in Kenya including processes through which it is formed and maintained, its effects on individuals and enterprise functioning, when and how it is subject to change. To ensure effective enterprise culture development, KIA can also specifically: (a) Establish additional areas of KIA’s professional input through a national needs survey. (b) Conduct a national in-depth, periodic, targeted action-oriented, and tracer surveys on entrepreneurship and disseminate timely information to all players in this field. (c) Take advantage of the favourable policy environment to spur the establishment of a wide array of entrepreneurship training programmes (d) Carry out a baseline survey on the consultancies and researches undertaken in entrepreneurship. (e) Undertake collaborative research in entrepreneurship with its alumni in entrepreneurship. 27
REFERENCES 1. Balunywa Waswa, (2004). Entrepreneurship and Small Business Enterprise Growth in Uganda. Kamppala, Makerere University Business School, Kampala. 2. Bwisa, Henry M (1997) Entrepreneurship in Kenya; A paper submitted to the IDS, University of Nairobi, for REME Project. Nairobi: Unpublished. 3. Douglas M (1992) The Person in the Enterprise Culture. In: S Heap & A Ross (eds.) Understanding the enterprise culture: themes in the work of Mary Douglas. Edinburgh: Edinburgh University Press. 4. Gibb Allan A. (1988) Stimulating Entrepreneurship and New Business Development. International labour office INTERMAN Programme for promoting entrepreneurship and New Enterprise creation (UNDP (ILD Project INT/87/029) Management development Branch Training Department, Geneva 2 nd Impression 1991. 5. Gibb, A (2002) In pursuit of a new ‘enterprise’ and ‘entrepreneurship’ paradigm for learning: creative destruction, new values, new ways of doing things and new combinations of knowledge. International Journal of Management Reviews 4, 3, 233-269 6. GOK, (1986), Sessional Paper No. 1 of 1986 on Economic Management for Renewed Growth. Government Printer, Nairobi Kenya. 7. GOK, (1988). Sessional Paper No. 6 of 1988 on Education and Manpower Training for the Next Decade and Beyond (Kamunge Report). Government Printer, Nairobi, Kenya. 8. GOK, (1992) Sessional Paper No 2 of 1992, Small Enterprise and Jua Kali Development in Kenya. Government Printer, Nairobi, Kenya. 9. GOK, (1996) – KIA ACT No 2 of 1996. GOK Nairobi 10. GOK, Central Bureau of Statistics (CBS) International Center for Economic Growth (ICEG) and K-Rep Holdings Ltd., (1999). National Micro and Small Enterprise Baseline Survey 1999. Nairobi, Kenya. 11. GOK, (2003–2007) Ministry of Planning and National Development. Economic Recovery Strategy for Wealth and Employment Creation. Government Printer, Nairobi, Kenya. 12. GOK, Central Bureau of Statistics Ministry of Planning and National Development. (2002-2008). Republic of Kenya: National Dev Plan (2002-2008): Effective Management for Sustainable Economic Growth and Poverty Eradication. Government Printer Nairobi. 13. GOK, Sessional Paper No 2 of 2005 on Development of Micro and Small Enterprises for Wealth Creation for Poverty Reduction. Government Printer Nairobi. 14. GOK, Central Bureau of Statistics Ministry of Planning and National Development. (2006:a). Economic Survey 2006. Government Printer Nairobi. 15. GOK, Office of the president, National Socio-Economic Council, (2006:b). Making of Kenya Vision 2030 www.nesc.go.ke. 16. Hosftede, Geert, (1980). Culture’s Consequences: International Differences in Work Related Values. Sage Publications Lonson. 17. ILO Seed: Boosting employment through small enterprise development: Dec 2001 http//www.ilo.org/public/englsh/employment/ent/sed.index.html. 18. Kenneth, King (1970) Jua Kali in Kenya: Change and Development in Informal Economy 1970-95. 28
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 and 30: 4.2.3 Researches Services This is a
Page 31 and 32: Source: GOK, Central Bureau of Stat
Page 33: with regard to training, research a
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
Page 81 and 82: A production function portrays an i
Page 83 and 84: 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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