Objective - Co-creation in entrepreneurship education is related to the teacher's ability to innovate and develop new practice among the student-teacher relationship; it is also a new way to enhance creativity and student value creation. In this approach, the teacher is considered the first actor of co-creation; he creates value among co-teaching, he is a facilitator for the launch of a start-up, and he is at the core of the entrepreneurial ecosystem. Thus, teaching with value co-creation, as we define, is a learning process that combines co-creation as a venture creation tool and provides personalised support for business plan competition. In the higher education system, innovation is an indicator of quality in teaching in all discipline. For entrepreneurship education, innovation with co-creation is a pedagogical practice based on project learning experimentation. This practice is efficient when it creates value for the learner in a co-creation process that combines knowledge sharing between the stakeholders. However, selecting the appropriate pedagogical practice is a curial element in the skills development in entrepreneurship education. Indeed, using co-creation as co-teaching implicates a pre-selection of the participant.

Methodology - In this study, the author uses a qualitative analysis method of interviews made with teachers implicated in a co-creation approach and students who had participated in start-up competition. The sample was selected based on (Science, Technology, Engineering and Mathematics) STEM student entrepreneur experience.

Results and findings - In achieving the objective of this paper, which is to understand the use of co-creation as an innovative pedagogical practice in the area of entrepreneurship education. The results show the value creation of co-creation as a co-teaching practice and a challenging tool of enhancing entrepreneurial spirit.

Type of Paper - Empirical

Keywords: Co-Creation; Entrepreneurship Education; Co-Teaching.

JEL Classification: M31, E24, I29.

URI: http://gatrenterprise.com/GATRJournals/JBER/vol6.2_1.html

DOI: https://doi.org/10.35609/jber.2021.6.2(1)

Pages 112–121