A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Masters of Management specialising in Entrepreneurship and New Venture Creation Johannesburg, 2016 / An entrepreneurial mindset has been found to be a key antecedent in the opportunity recognition process and has even been attributed to the massive turnaround of the economic fortune of some developed countries, such as Sweden. Evidence has suggested that entrepreneurially minded individuals recognise and execute opportunity, even in uncertain situations because their advanced cognitive abilities permitted them to derive meaning in complex situations. Foreign students represent a large contingent of international sojourners, faced with a multitude of uncertainties during their stay in the host country. These students are also at the centre of a knowledge transfer system embedded in focal points capable of producing novel ideas. The researcher argued that no better people are best positioned to exploit cross cultural intelligence and the cultural adjustment experience for the development of an entrepreneurial mindset. The study also explored the influence of intangibles or contextual factors in moderating the relationship cultural adjustment and intelligence respectively with entrepreneurial mindset. For the purposes of this report, a quantitative study was undertaken with the aim of quantifying the influence of these constructs on entrepreneurial mindset. Positive correlations have been established between cultural intelligence (cognitive), cross cultural adjustment (social support) to entrepreneurial mindset. The following intangibles (Need for Focal Points Producing Novel Ideas, Need for Informal Fora for Entrepreneurs, and Need for Executive Leadership) have also been found to moderate the relationship between cultural intelligence and entrepreneurial mindset. No intangibles moderated the relationship between cultural adjustment and entrepreneurial mindset. Implications for practice and direction for future research are provided. / MT 2017