Entrepreneurial potential and potential entrepreneurs are crucial for understanding the concept of resilience and self-renewal in economic environments, whether in communities or large organizations. This paper discusses the antecedents of entrepreneurial potential and proposes a model based on Shapero's (1982) model of the entrepreneurial event. It examines this model through evidence from two perspectives: corporate venturing and enterprise development. Entrepreneurial potential requires potential entrepreneurs who are not necessarily intent on starting a business but have the latent capacity to recognize and act on opportunities. Shapero argues that resilience in communities and organizations is characterized by the presence of potential entrepreneurs who can adapt to changing environments. The paper explores the role of perceived opportunities, intentions, and the social context in shaping entrepreneurial behavior. It also highlights the importance of social and cultural factors in influencing the perception of feasibility and desirability of entrepreneurial activities. The study emphasizes the need for a social psychological approach to conceptualize and test the notion of entrepreneurial potential, suggesting a micro-model based on process and theory with macro-consequences. The paper also discusses the role of self-efficacy in entrepreneurial behavior, emphasizing its importance in predicting career choices and entrepreneurial success. The study concludes that entrepreneurial potential is a key factor in fostering innovation and economic development, and that understanding and nurturing this potential is essential for both community and corporate contexts.Entrepreneurial potential and potential entrepreneurs are crucial for understanding the concept of resilience and self-renewal in economic environments, whether in communities or large organizations. This paper discusses the antecedents of entrepreneurial potential and proposes a model based on Shapero's (1982) model of the entrepreneurial event. It examines this model through evidence from two perspectives: corporate venturing and enterprise development. Entrepreneurial potential requires potential entrepreneurs who are not necessarily intent on starting a business but have the latent capacity to recognize and act on opportunities. Shapero argues that resilience in communities and organizations is characterized by the presence of potential entrepreneurs who can adapt to changing environments. The paper explores the role of perceived opportunities, intentions, and the social context in shaping entrepreneurial behavior. It also highlights the importance of social and cultural factors in influencing the perception of feasibility and desirability of entrepreneurial activities. The study emphasizes the need for a social psychological approach to conceptualize and test the notion of entrepreneurial potential, suggesting a micro-model based on process and theory with macro-consequences. The paper also discusses the role of self-efficacy in entrepreneurial behavior, emphasizing its importance in predicting career choices and entrepreneurial success. The study concludes that entrepreneurial potential is a key factor in fostering innovation and economic development, and that understanding and nurturing this potential is essential for both community and corporate contexts.