Entrepreneurship Ecosystem Performance in Egypt: An Empirical Study Based on the Global Entrepreneurship Index (GEI)
Abstract
:1. Introduction
2. Literature Review: Entrepreneurship Ecosystem
3. Methodology, Materials, and Methods
3.1. Entrepreneurship Development Performance in Egypt
3.2. The Global Entrepreneurship Index (GEI)—Motivations and Considerations
3.3. Data Collection
4. Results and Discussion
4.1. Egyptian Entrepreneurial Performance Based on the GEI: Trends of Sub-Indexes and Pillars
4.2. The Analysis of Egyptian Entrepreneurial Profile
4.3. The Analysis of Entrepreneurial Profiles-Institutional vs. Individual Variables
4.4. Comparison Analysis for Egyptian Context
4.5. Penalizing for Bottleneck Method Analysis (PBM)
5. Conclusions and Policy Suggestions
6. Limitations and Future Research
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
Abbreviations
Appendix A
GEI’s Pillars | Descriptions and Definitions |
---|---|
Opportunity Perception | This pillar captures the potential “opportunity perception” of a population by considering the state of property rights and the regulatory burden that could limit the real exploitation of the recognized entrepreneurial opportunity. |
Startup Skills | Launching a successful venture requires the potential entrepreneur to have the necessary startup skills. Skill Perception measures the percentage of the population who believe they have adequate startup skills. Most people in developing countries think they have the skills needed to start a business, but their skills were usually acquired through workplace trial and error in relatively simple business activities. |
Risk Acceptance | Of the personal entrepreneurial traits, fear of failure is one of the most important obstacles to a startup. Aversion to high-risk enterprises can retard nascent entrepreneurship. Risk Perception is defined as the percentage of the population who do not believe that fear of failure would prevent them from starting a business. Country Risk reflects to transfer and convertibility risk of a country and believed to closely correlate to business. |
Networking | Networking combines an entrepreneur’s personal knowledge with their ability to connect to others in a country and the whole world. This combination serves as a proxy for networking, which is also an important ingredient of successful venture creation and entrepreneurship. |
Cultural Support | This pillar is a combined measure of how a country’s inhabitants view entrepreneurs in terms of status and career choice, and how the level of corruption in that country affects this view. Without strong cultural support, the best and brightest do not want to be responsible entrepreneurs, and they decide to enter a traditional profession. |
Opportunity Startup | This is a measure of startups by people who are motivated by opportunity but face red tape and tax payment. An entrepreneur’s motivation for starting a business is an important signal of quality. Opportunity entrepreneurs are believed to be better prepared, to have superior skills, and to earn more than what we call necessity entrepreneurs. |
Technology Absorption | In the modern knowledge economy, information and communication technologies (ICT) play a crucial role in economic development. Not all sectors provide the same chances for businesses to survive and or their potential for growth. |
Human Capital. | The prevalence of high-quality human capital is vitally important for ventures that are highly innovative and require an educated, experienced, and healthy workforce to continue to grow. |
Competition | Competition is a measure of a business’s product or market uniqueness, combined with the market power of existing businesses and business groups and the effectiveness of anti-monopoly regulation. The variable Competitors is defined as the percentage of TEA businesses that have only a few competitors offering the same product or service. |
Product Innovation | New products play a crucial role in the economy of all countries. While countries were once the source of most new products, today developing countries are producing products that are dramatically cheaper than their Western equivalents. |
Process Innovation | Applying and/or creating new technology is another important feature of businesses with high-growth potential. |
High Growth | High Growth is a combined measure of the percentage of high-growth businesses that intend to employ at least 10 people and plan to grow more than 50 percent in five years (Gazelle variable) with business strategy sophistication (Business Strategy variable) and venture capital financing possibility (Venture Capital) |
Internationalization | Internationalization is believed to be a major determinant of growth. A widely applied proxy for internationalization is exporting. Exporting demands capabilities beyond those needed by businesses that produce only for domestic markets |
Risk Capital | The availability of risk finance, particularly equity rather than debt, is an essential precondition for fulfilling entrepreneurial aspirations that are beyond an individual entrepreneur’s personal financial resources. |
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Global Entrepreneurship and Development Index GEI | Sub-Indexes | Pillars | Variables (Indv./Inst.) |
Attitude sub-index | Opportunity perception | Opportunity recognition | |
Freedom (economic freedom and roperty rights) | |||
Startup skills | Skill perception | ||
Education (tertiary education and quality of education) | |||
Risk acceptance | Risk perception | ||
Country risk | |||
Networking | Know entrepreneurs | ||
Agglomeration (urbanization and infrastructure) | |||
Cultural support | Career status | ||
Corruption | |||
Ability sub-index | Opportunity startup | Opportunity motivation | |
Governance (taxation and good governance) | |||
Technology absorption | Technology level | ||
Technology absorption | |||
Human capital | Educational level | ||
Labor market (staff training and labor freedom) | |||
Competition | Competitors | ||
Competitiveness (market dominance and regulation) | |||
Aspiration sub-index | Product innovation | New product | |
Tech transfer | |||
Process innovation | New technology | ||
Science (GERD((average quality of scientifical institutions and availability of scientists and engineers)) | |||
High growth | Gazelle | ||
Finance and strategy (venture capital and business sophistication) | |||
Internationalization | Export | ||
Economic complexity | |||
Risk capital | Informal investment | ||
Depth of capital market |
Rank | Country | GDP 2015–2017 | GEI | Rank | Country | GDP 2015–2017 | GEI |
---|---|---|---|---|---|---|---|
1 | United States | 53,543 | 84.4 | 38 | Tunisia | 10,766 | 40.6 |
2 | Switzerland | 57,365 | 80 | 39 | Hungary | 25,825 | 39.6 |
3 | Canada | 43,468 | 78.2 | 40 | Romania | 20,556 | 36.6 |
4 | United Kingdom | 39,301 | 75.4 | 41 | Colombia | 13,125 | 36.4 |
5 | Australia | 44,355 | 73.7 | 42 | Greece | 24,319 | 35.5 |
6 | Sweden | 46,399 | 72.7 | 43 | Malaysia | 25,826 | 35.4 |
7 | Ireland | 63,794 | 71.6 | 44 | Barbados | 16,458 | 34.5 |
8 | Netherlands | 47,412 | 69.2 | 45 | Botswana | 15,357 | 34.5 |
9 | France | 38,334 | 67.7 | 46 | Croatia | 21,818 | 33.6 |
10 | Finland | 39,300 | 67.4 | 47 | Uruguay | 20,159 | 33.2 |
11 | Hong Kong | 54,413 | 67.3 | 48 | South Africa | 12,320 | 32.3 |
12 | Austria | 44,464 | 65.6 | 49 | Kazakhstan | 23,676 | 30.2 |
13 | Germany | 44,533 | 65.6 | 50 | Thailand | 15,745 | 29.4 |
14 | Israel | 32,615 | 64.3 | 51 | Macedonia | 12,940 | 28.9 |
15 | Belgium | 41,708 | 62.6 | 52 | Morocco | 7356 | 27.7 |
16 | Taiwan | 48,459 | 60.8 | 53 | Peru | 12,030 | 27.6 |
17 | Chile | 22,633 | 58.5 | 54 | Bulgaria | 17,786 | 26.8 |
18 | Luxembourg | 58.2 | 55 | Panama | 21,509 | 26.4 | |
19 | Norway | 64,008 | 55.8 | 56 | Mexico | 17,161 | 26.4 |
20 | Estonia | 28,380 | 55.6 | 57 | India | 6093 | 26.4 |
21 | Korea | 35,045 | 54.2 | 58 | Iran | 18,027 | 25.9 |
22 | Slovenia | 30,123 | 53.8 | 59 | Georgia | 9277 | 25.7 |
23 | Japan | 39,002 | 53.3 | 60 | Russia | 24,417 | 25.3 |
24 | Qatar | 53.3 | 61 | Egypt | 10,437 | 25.2 | |
25 | UAE | 67,500 | 52.9 | 62 | Argentina | 18,878 | 24 |
26 | Poland | 26,184 | 48.7 | 63 | Vietnam | 5863 | 24 |
27 | Portugal | 26,866 | 47.8 | 64 | Philippines | 6875 | 23.9 |
28 | Cyprus | 31,929 | 46.7 | 65 | Indonesia | 10,774 | 22.6 |
29 | Spain | 33,295 | 45.8 | 66 | Jamaica | 8180 | 22.2 |
30 | Turkey | 23,756 | 44.5 | 67 | Ecuador | 10,585 | 19.9 |
31 | Puerto Rico | 34,955 | 43.7 | 68 | Bosnia and Herzegovina | 11,714 | 19.5 |
32 | Slovak Republic | 29,225 | 43.7 | 69 | Brazil | 14,294 | 18.9 |
33 | Czech Republic | 28,380 | 43.3 | 70 | Guatemala | 7362 | 18.3 |
34 | Saudi Arabia | 49,734 | 41.1 | 71 | El Salvador | 7164 | 16.7 |
35 | China | 14,426 | 41 | 72 | Cameroon | 3318 | 15 |
36 | Italy | 34,726 | 41 | 73 | Burkina Faso | 1619 | 12.6 |
37 | Latvia | 23,942 | 40.9 |
Pillars | Institutional Variables | Individual Variables | ||||
---|---|---|---|---|---|---|
Entre. Attitudes | Opportunity Perception | 0.25 | Freedom | 0.29 | Opportunity Recognition | 0.73 |
Start-up skills | 0.18 | Education | 0.35 | Skill Perception | 0.54 | |
Risk Acceptance | 0.07 | Country Risk | 0.09 | Risk Perception | 0.7 | |
Networking | 0.08 | Connectivity | 0.3 | Know Entrepreneurs | 0.27 | |
Cultural Support | 0.29 | Corruption | 0.37 | Career Status | 0.94 | |
Total Entrepreneurial Attitudes Score = 16.4 | ||||||
Entre. Abilities | Opportunity Startup | 0.18 | Governance | 0.36 | Opportunity Motivation | 0.33 |
Technology Absorption | 0.24 | Tech Absorption | 0.31 | Technology Level | 0.47 | |
Human Capital | 0.4 | Labor Market | 0.38 | Educational Level | 0.82 | |
Competition | 0.27 | Competitiveness and Regulation | 0.4 | Competitors | 0.59 | |
Total Entrepreneurial Abilities Score = 25 | ||||||
Entre. Aspirations | Product Innovation | 0.38 | Technology Transfer | 0.54 | New Product | 0.59 |
Process Innovation | 0.48 | Science | 0.52 | New Technology | 0.96 | |
High Growth | 0.43 | Finance and strategy | 0.44 | Gazelle | 0.73 | |
Internationalization | 0.22 | Economic complexity | 0.4 | Export | 0.44 | |
Risk Capital | 0.48 | Depth of Capital Market | 0.63 | Informal Investment | 0.63 | |
Total Entrepreneurial Aspirations Score = 34.3 | ||||||
Total GEI Pillars | 25.2 | Institutional Variables | 0.38 | Individual Variables | 0.62 |
Pillar | Required Increase in Pillar | Percentage of the Total New Effort |
---|---|---|
Opportunity Perception | 0 | 0% |
Start-up Skills | 0 | 0% |
Risk Acceptance | 0.09 | 50% |
Networking | 0.09 | 50% |
Cultural Support | 0 | 0% |
Opportunity Startup | 0 | 0% |
Technology Absorption | 0 | 0% |
Human Capital | 0 | 0% |
Competition | 0 | 0% |
Product Innovation | 0 | 0% |
Process Innovation | 0 | 0% |
High Growth | 0 | 0% |
Internationalization | 0 | 0% |
Risk Capital | 0 | 0% |
Total effort | 0.18 | 100% |
Sub-Indices | Previous Score | New Score | Change | % Of Total New Effort |
---|---|---|---|---|
ATT | 0.164 | 0.204 | 0.04 | 100% |
ABT | 0.25 | 0.263 | 0.01 | 0% |
ASP | 0.343 | 0.366 | 0.02 | 0% |
GEI | 0.252 | 0.278 | 0.026 | 100% |
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Ali, M.A.; Kabil, M.; Alayan, R.; Magda, R.; Dávid, L.D. Entrepreneurship Ecosystem Performance in Egypt: An Empirical Study Based on the Global Entrepreneurship Index (GEI). Sustainability 2021, 13, 7171. https://doi.org/10.3390/su13137171
Ali MA, Kabil M, Alayan R, Magda R, Dávid LD. Entrepreneurship Ecosystem Performance in Egypt: An Empirical Study Based on the Global Entrepreneurship Index (GEI). Sustainability. 2021; 13(13):7171. https://doi.org/10.3390/su13137171
Chicago/Turabian StyleAli, Mohamed Abouelhassan, Moaaz Kabil, Rahaf Alayan, Róbert Magda, and Lóránt Dénes Dávid. 2021. "Entrepreneurship Ecosystem Performance in Egypt: An Empirical Study Based on the Global Entrepreneurship Index (GEI)" Sustainability 13, no. 13: 7171. https://doi.org/10.3390/su13137171
APA StyleAli, M. A., Kabil, M., Alayan, R., Magda, R., & Dávid, L. D. (2021). Entrepreneurship Ecosystem Performance in Egypt: An Empirical Study Based on the Global Entrepreneurship Index (GEI). Sustainability, 13(13), 7171. https://doi.org/10.3390/su13137171