Methodology for evaluation of entrepreneurial training

Entrepreneurship is a field of practical action by people that integrates their ability to first discover the prospective business opportunities from the environment, then select the one that by their criteria is the most promising, then accept the risk and provide the necessary conditions for its realization, and finally to persist on the sustainability of the initiated entrepreneurial venture. In order to stimulate the development of entrepreneurship, especially in the case of people who start their own entrepreneurial venture, and in order to reduce the risk of failure, it is necessary to design appropriate entrepreneurial training. As a rule, the program of entrepreneurial training includes motivational training, training for the development of creative ideas, training in the preparation of a business plan, as well as training for its successful presentation. Here, from the standpoint of its effectiveness, the following key questions are raised: is it possible and to what extent to be evaluated the delivered entrepreneurial training in terms of learned as well as the commitment to undertake their own entrepreneurial venture? In this paper, the methodology developed for this purpose is presented in a shortened scope. The basic methodology is the standard Kirkpatrick model that consists of four levels of evaluation. Due to the specificity of the phenomenon, which is evaluated on this occasion, the model is specifically adapted to the evaluation of entrepreneurial training. The methodology is based on the survey of entrepreneurial knowledge and attitudes of the participants before and after the entrepreneurial training, as well as the subsequent analysis in order to anticipate the realized entrepreneurial effects

Trends in agile innovation management

The scope and type of applied innovations, as well as the speed of innovation by companies, today show a growing trend, which requires special efforts from the companies that claim to be leaders in the market. Therefore, these companies are forced to transform their innovative management into new forms. As an especially effective way to transform innovative management into the forefront, agile innovative management has emerged. Therefore, the theoretical desktop research of the state of development of agile innovative management from a number of perspectives has been carried out, as follows: agile innovation systems (AIS) as a phenomenon; the history of the creation of AIS; application of agile methods in companies; the basic function of agile innovation; places of agile innovation in the company; key elements of agile innovation; useful recommendations for companies that develop agile innovation; the process of agile innovation; agile behavioral approach; the uncertainty of agile innovation, and the measurement of agile innovation in companies. This paper summarizes the results of this research and gives guidelines to companies how to successfully implement agile innovation management

Trends in innovation management development

In the background of technological progress generations of innovation can be found. Each of them is implemented as a process in which the idea of a change is born, and only after that the change is commercialized, this leading to its adoption by a wider range of users. Therefore, innovation management is organized as a set of management activities which results in innovation, thus gaining its importance. This paper briefly presents conducted theoretical desktop research, in order to determine the character of the innovative management development. The results suggest three key stages in the development of innovation management, namely: Management of individual technological innovation, Portfolio Innovation Management and Total Innovation management. The latest findings in the field of innovation management indicate that it is necessary to revise the concept of innovation in terms of its perception as an ecosystem. The paper points out the possible ways of further research in innovation management