*4.2. Resource Factors*

Table 4 shows the correlations of these resource factors with each of the process-related factors. The findings were as follows:

	- A moderate correlation with the two project-related factors: Mission and strategy (0.54, significant at the 0.01 level) and policies and procedures (0.42, significant at the 0.01 level);
	- A moderate and low correlation, respectively, with the two structural factors: Support from the management team (moderate, with 0.50, significant at the 0.01 level) and organisational design (low, with 0.32, significant at the 0.01 level); and
	- A moderate correlation with three of the training process factors: Training and research in entrepreneurship (0.59, significant at the 0.01 level); extra-curricular training (0.57, significant at the 0.01 level); and active methodologies (0.55, significant at the 0.01 level); and a low correlation with the other training process factor, internationalisation (0.27, significant at the 0.05 level).
	- A moderate and high correlation with the two project-related factors: Moderate with mission and Strategy (0.59, significant at the 0.01 level) and high with policies and procedures (0.64, significant at the 0.01 level);
	- A low correlation with the two structural factors: Support from the management team (0.36, significant at the 0.01 level) and organisational design (0.29, significant at the 0.01 level); and
	- A moderate correlation with three training process factors and high with one: High with extra-curricular training (0.67, significant at the 0.01 level); and moderate with training and research in entrepreneurship (0.59, significant at the 0.01 level); active methodologies (0.44, significant at the 0.01 level); and internationalisation (0.42, significant at the 0.01 level).
	- A moderate correlation was seen with the two project-related factors: Mission and strategy (0.45, significant at the 0.01 level) and policies and procedures (0.40, significant at the 0.01 level).
	- A low correlation was seen with the two structural factors: Support from the management team (0.38, significant at the 0.01 level) and organisational design (0.27, significant at the 0.05 level).


To sum up, internal resource factors seemed to have a weak association with external contextual factors (against what might have been expected in H1); however, they were found to be moderately significantly associated with the development of internal processes for entrepreneurship. The strongest relationship and possible influence was found to be with training in entrepreneurship for faculty staff, and the strongest association was seen with the development of projects and with some training processes, confirming H3. Association seemed moderate (confirming partially H2) with funding for entrepreneurship. Inclusion of professionals seemed to have less association (no confirming H4); and the weakest association and possible effect was seen for the development of structures and the internationalisation process.
