Promoting Entrepreneurship Using Behavioral Intervention in Association with “Tripoli Entrepreneurs Club” ()
ABSTRACT
“Entrepreneurs
are not born, but made” [1]. Made by dedication, effort, work and time. We work on ourselves in
order to improve and realize our dreams and purposes. The aim of this study is
to promote the spirit and education of Entrepreneurship. Tripoli Entrepreneurs
Club reaches out to different audiences, organizes workshops, events and meetups to
train people to become successful entrepreneurs. From idea generation, until
implementation and collection of profit, this pre-accelerator
program helps you find your business idea, work towards it and achieve it! A
major problem diagnosed where 50% to 70% of the people who register to these
workshops do not attend. Behavioral interventions that put our actions,
decisions and behaviors on the right track, search to maximize our utilities
far away from our biases, heuristics and mind deviations. Registering and
attending the workshop was our precise objective, using Nudging as a solution
to encourage people who registered to attend. Nudging experiment is done using
the randomized control treatment trial that consists of dividing the total
sample size into two equal groups: treatment group who received the nudge
(behavioral intervention), and the control group did not receive anything [2]. A descriptive analysis showed a little improvement in the attendance
when comparing the treatment group with the control. The statistical analysis
conducted, p-value calculated, and the results were that no significant
difference exists between the control and the treatment group, in other words,
the nudge was not very effective. We should always try to understand the
limitations of our experiment that can be various, build another and test new
nudges and hypotheses.
Share and Cite:
Makdissi, R. , El-Abiad, Z. and Moucachar, M. (2020) Promoting Entrepreneurship Using Behavioral Intervention in Association with “Tripoli Entrepreneurs Club”.
Open Journal of Business and Management,
8, 517-531. doi:
10.4236/ojbm.2020.82031.