<abstract xmlns="http://www.w3.org/1999/xhtml">

<p>Competence frameworks are increasingly used in several practice fields and have been an object of research. A typical development trend has been encapsulation into a particular field, not considering the developments in related fields. Similarly, in research, learning from neighbouring disciplines has been rare. Yet, during the past decade, there have been several attempts at linking essentially related disciplines in practice, such as entrepreneurship and project management. This is a reaction to the trends in the labour market – a growing demand for people with diverse competences. In this context, converging different fields via competences deserves more attention. This paper compares the competences required for project managers and entrepreneurs; in addition, it explores the possibilities for mutual enrichment, contributing to further linking of project management and entrepreneurship conceptually. The cross-examination of competences for entrepreneurs (The Entrepreneurship Competence Framework or EntreComp) and for project managers (International Project Management Association's Individual Competence Baseline [IPMA-ICB]) reveals some quite significant, but also weak, correlations. The linguistic approach used has natural limitations, as different terms have been used to convey the same concepts. Thus, a relational linguistic analysis and conceptual analysis have also been applied. The main implication is the recommendation to integrate core project management competences into competence models for entrepreneurs. A natural progression of this work is to build a common competence model for entrepreneurs and project managers.</p>
</abstract>

Competence frameworks are increasingly used in several practice fields and have been an object of research. A typical development trend has been encapsulation into a particular field, not considering the developments in related fields. Similarly, in research, learning from neighbouring disciplines has been rare. Yet, during the past decade, there have been several attempts at linking essentially related disciplines in practice, such as entrepreneurship and project management. This is a reaction to the trends in the labour market – a growing demand for people with diverse competences. In this context, converging different fields via competences deserves more attention. This paper compares the competences required for project managers and entrepreneurs; in addition, it explores the possibilities for mutual enrichment, contributing to further linking of project management and entrepreneurship conceptually. The cross-examination of competences for entrepreneurs (The Entrepreneurship Competence Framework or EntreComp) and for project managers (International Project Management Association's Individual Competence Baseline [IPMA-ICB]) reveals some quite significant, but also weak, correlations. The linguistic approach used has natural limitations, as different terms have been used to convey the same concepts. Thus, a relational linguistic analysis and conceptual analysis have also been applied. The main implication is the recommendation to integrate core project management competences into competence models for entrepreneurs. A natural progression of this work is to build a common competence model for entrepreneurs and project managers.

Project management and entrepreneurship competences

Central European Economic Journal

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

{"article-title":"Project management and entrepreneurship competences"}

Competence frameworks are increasingly used in several practice fields and have been an object of research. A typical development trend has been encapsulation...

		IPMA-ICB areas and competences	People		Practice
		IPMA-ICB areas and competences	Relations and engagement	Teamwork	Resources	Plan and control	Risk and opportunity	Change and transformation
EntreComp competences and threads	Resources	Manage resources (material and nonmaterial)	0.17	0.18	0.62 (^**)	0.18	0.12	0.15
	Resources	Use resources responsibly	0.09	0.09	0.48 (^*)	0.10	0.10	0.15
	Into action	Plan and organise	0.15	0.12	0.16	0.41 (^*)	0.16	0.33
		Be flexible and adapt to changes	0.17	0.15	0.19	0.33	0.14	0.63 (^**)
		Calculate risk	0.14	0.07	0.06	0.09	0.48 (^*)	0.19
		Manage risk	0.15	0.13	0.09	0.13	0.43 (^*)	0.16
		Team up	0.36	0.57 (^*)	0.14	0.13	0.07	0.25
		Expand your network	0.43 (^*)	0.32	0.12	0.12	0.07	0.20

EntreComp: Ideas and opportunities		IPMA-ICB: Culture and values
	Identify, create and seize opportunities	0.20
	Analyse the context	0.29
	Design value	0.23
	Recognise the value of ideas	0.38
	Behave ethically	0.22
	Think sustainably	0.16
	Assess impact	0.20

EntreComp groups	IPMA-ICB areas
EntreComp groups	Perspective	People	Practice	Average
Ideas and opportunities	0.17	0.20	0.19	0.19
Resources	0.14	0.23	0.18	0.19
Into action	0.12	0.23	0.15	0.17
Average	0.14	0.22	0.17

Project management and entrepreneurship competences

Publié en ligne: 29 janv. 2021

Pages: 25 - 43

DOI: https://doi.org/10.2478/ceej-2021-0003

Mots clés
competences, entrepreneurship, linking, project management

© 2021 Taavi Tamberg et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Strongest linguistic correlation between EntreComp threads and IPMA-ICB competences1

Strongest correlations between EntreComp threads in the group Ideas and opportunities and the IPMA-ICB competence Culture and values

Correlation between EntreComp and IPMA-ICB areas

Project management and entrepreneurship competences

Publié en ligne: 29 janv. 2021

Pages: 25 - 43

DOI: https://doi.org/10.2478/ceej-2021-0003

Mots cléscompetences, entrepreneurship, linking, project management

© 2021 Taavi Tamberg et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Strongest linguistic correlation between EntreComp threads and IPMA-ICB competences1

Strongest correlations between EntreComp threads in the group Ideas and opportunities and the IPMA-ICB competence Culture and values

Correlation between EntreComp and IPMA-ICB areas

Mots clés
competences, entrepreneurship, linking, project management