Periodic Reporting for period 1 - GETM4 (Global Entrepreneurial Talent Management 4)
Periodo di rendicontazione: 2023-11-01 al 2025-10-31
The GETM4 project builds on the successes and insights of its predecessor, GETM3, in addressing a combination of ‘wicked problems’ which disrupt, including a worldwide health crisis, political instability, climate change and rapid digitalization. In this evolving landscape, entrepreneurs play a critical role in driving innovation and resilience. However, fostering sustainable entrepreneurial ecosystems and exploiting entrepreneurial traits in the workplace require new skills and approaches to adapt to and exploit disruption. GETM4’s mission is to address these needs through interdisciplinary research and international collaboration, focusing on entrepreneurial talent management globally. The overarching objective of GETM4 is to enhance health, well-being, happiness and sustainable development at individual, organisational and societal levels. This is achieved by developing entrepreneurial talent and action, supported by ethical and responsible digital innovation. To achieve these goals, GETM4 employs a four-dimensional approach: 1.Transnational: Engaging stakeholders from Europe, Sub-Saharan Africa, Southeast Asia, South America and the Western Balkans. 2.Transectoral: Bridging academia, industry, and community stakeholders. 3.Transgenerational: Encouraging knowledge exchange between experienced and early career researchers. 4. Transdisciplinary: Integrating expertise from multiple fields, such as education, technology, law and entrepreneurship. This holistic approach ensures that impact is maximized and research capacity is developed across all participants.
Working with 4 main stakeholder groups (entrepreneurs, HEIs, Industry and Communities) scientific, economic and societal impact is planned over our 5 geographical regions alongside creating new and lasting collaborations and self-sustaining partnerships, facilitating knowledge transfer and improving global research and innovation. In Europe, impact is achieved via institutions such as the European Institute of Innovation & Technology. In Sub Saharan Africa we target SDGs 8.6 (youth employment, education and and training) and 17.6 (triangular regional and international co-operation for access innovation etc). In S America we are cross-fertilising with other existing projects. In SE Asia we aim to internationalise HE and in the Western Balkans we work with the North Macedonian government on digitalisation, innovation and entrepreneurial education. Impact after 7 years will be achieved through the exploitation of results and outputs (deliverables) creating diverse outcomes via our dissemination, exploitation and communication plan spanning the gamut of possible pathways to impact such as promotion of products, communication of recommendations and policies, dissemination of results. Our work package dedicated to respectful translation (Global South to Global North) ensures we exploit the global nature of our project for everyone’s benefit.
Working with 4 main stakeholder groups (entrepreneurs, HEIs, Industry and Communities) scientific, economic and societal impact is planned over our 5 geographical regions alongside creating new and lasting collaborations and self-sustaining partnerships, facilitating knowledge transfer and improving global research and innovation. In Europe, impact is achieved via institutions such as the European Institute of Innovation & Technology. In Sub Saharan Africa we target SDGs 8.6 (youth employment, education and and training) and 17.6 (triangular regional and international co-operation for access innovation etc). In S America we are cross-fertilising with other existing projects. In SE Asia we aim to internationalise HE and in the Western Balkans we work with the North Macedonian government on digitalisation, innovation and entrepreneurial education. Impact after 7 years will be achieved through the exploitation of results and outputs (deliverables) creating diverse outcomes via our dissemination, exploitation and communication plan spanning the gamut of possible pathways to impact such as promotion of products, communication of recommendations and policies, dissemination of results. Our work package dedicated to respectful translation (Global South to Global North) ensures we exploit the global nature of our project for everyone’s benefit.
Over the course of 90 months of staff exchanges in Year 1 involving 17 partners (12 HEIs and 5 industry partners) across 4 continents, GETM4 has made significant progress in delivering innovative research outputs, with 3 completed so far and 16 more in development. These achievements are the result of a dynamic, interdisciplinary collaboration that leverages diverse expertise and global perspectives. Central to the project’s success are collaborative events known as “sandpits.” Held quarterly and hosted on a rotating basis by partner institutions, these workshops draw inspiration from Design Thinking methodologies. Sandpits provide a creative and interactive environment for researchers to engage in transnational data collection, networking, and co-creation, fostering the development of joint publications and innovative solutions to address project objectives. The partners are currently collaborating on several international publications to disseminate research findings. As well as our data management plan (research ethics), EDIA plan for inclusivity and accessibility and our research and publication strategies, the team has produced an Evaluation of HE Innovations across the world from multiple disciplines. The findings / recommendations are designed to inform HE policy globally. Our Guidelines for Fostering Entrepreneurialism in Organisations provide practical recommendations for employers (particularly SMEs) re how to initiate and support entrepreneurial and innovative behaviours and attitudes in the workplace, as well as managing the risks.
To enhance and measure impact, GETM4 will use the Next Generation and Progressive Metrics and our own unique concepts of multisociation via multiloguing (beyond bisociation via dialogue), respectful translation (knowledge transfer from less expected areas) and respectful innovation. Our stakeholders are segmented into seven prioritised types according to their legitimacy, power and urgency: definitive, dominant, discretionary, demanding, dependent, dangerous and dormant. This allows us to position and target our outputs for exploitation, results dissemination and communications to maximum impact and to allocate resources and priority accordingly. Outputs include evaluations, guidelines, models, exemplars and case studies, methodologies, typologies, programmes, reflections and reports as well as a handbook for entrepreneurs, an integrated on-line platform for dissemination and an app prototype.
Some results might benefit from further research in a different paradigm (adding qualitative depth to quantitative statistics, for example), marketing support (handbook, app, platform, for example) and commercialisation.
Some results might benefit from further research in a different paradigm (adding qualitative depth to quantitative statistics, for example), marketing support (handbook, app, platform, for example) and commercialisation.