Jemima N. A. A. Lomotey

University of Phoenix, Arizona

DOI : https://doi.org/10.47191/ijsshr/v8-i9-15

Google Scholar Download Pdf
ABSTRACT

This study examines the distinct cognitive frameworks characterizing entrepreneurial and public service mindsets in Ghana and their implications for national development. Utilizing a mixed-methods approach, quantitative survey data were collected from 200 participants (100 entrepreneurs and 100 public servants) across Ghana’s Greater Accra and Ashanti regions, supplemented by 30 in-depth qualitative interviews. The findings reveal significant differences in risk orientation, innovation adaptation, temporal perspectives, and collaborative approaches between the two groups. Entrepreneurs demonstrated higher risk tolerance, greater innovation urgency, and fluid networking strategies, while public servants prioritized procedural compliance, long-term planning, and formal collaboration channels. Despite these contrasts, the study identifies critical complementarities between these mindsets, highlighting opportunities for cross-sector learning and integration. The research concludes that leveraging the strengths of both orientations through targeted policy interventions, educational reforms, and organizational practices could enhance public-private collaboration and accelerate progress toward Ghana’s development goals. These findings contribute to broader discussions on institutional innovation, workforce development, and sustainable growth in emerging economies.

KEYWORDS:

Entrepreneurial Mindset, Public Service Mindset, Ghana, Cross-Sector Collaboration, National Development

REFERENCES
1) Abor, J. Y., & Quartey, P. (2010). Issues in SME development in Ghana and South Africa. International Research Journal of Finance and Economics, 39(6), 215-228.

2) Agyapong, K. (2019). Entrepreneurship and intrinsic motivation in Ghana’s SME sector. African Journal of Business and Economic Research, 8(2), 110-128.

3) Amankwah-Amoah, J., Boso, N., & Antwi-Agyei, I. (2021). The effects of business failure experience on successive entrepreneurial engagements: An evolutionary phase model. Group & Organization Management, 46(2), 297-328.

4) Amoako, I. O. (2018). The role of government in promoting entrepreneurship: A study of Ghanaian small and medium-sized enterprises. Journal of Small Business and Enterprise Development, 25(4), 521-540.

5) Asamoah, D. (2020). Career motivation and work engagement among Ghanaian civil servants. Journal of Public Administration and Policy Studies, 12(3), 45-62.

6) Ayee, J. R. A. (2013). The political economy of the civil service in Ghana. African Journal of Political Science and International Relations, 7(5), 230-243.

7) Ayee, J. R. A., & Asare, B. E. (2020). Public sector reforms and digitalization in Ghana: Prospects and challenges. Africa Today, 66(3), 27-48.

8) Boso, N., Story, V. M., & Cadogan, J. W. (2013). Entrepreneurial orientation, market orientation, network ties, and performance: Study of entrepreneurial firms in a developing economy. Journal of Business Venturing, 28(6), 708-727.

9) Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101.

10) Lifán, F., Moriano, J. A., & Jaén, I. (2016). Individualism and entrepreneurship: Does the pattern depend on the social context? International Small Business Journal, 34(6), 760-776.

11) Mensah, P. (2021). Job satisfaction among Ghanaian civil servants: Policy implications for institutional efficiency. Public Sector Review, 19(3), 75-92.

12) Muchiri, M. K., McMurray, A. J., & Nkhoma, M. (2022). Social entrepreneurship in Africa: A comparative study of Kenya and South Africa. Journal of Social Entrepreneurship, 13(1), 45-63.

13) Osei-Hwedie, B., & Arthur, P. (2023). Public-private partnerships in Ghana: Challenges and prospects for sustainable development. Development in Practice, 33(2), 189-201.

14) Perry, J. L. (1996). Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1), 5-22.

15) Quartey, P., Asongu, S., & Akoti, M. (2022). The COVID-19 pandemic and entrepreneurial resilience in Ghana: The moderating role of government support. Journal of African Business, 23(3), 678-697.

Volume 08 Issue 09 September 2025