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1
Chirita, Gabriel, and Jérôme Gonthier. "Entrepreneuriat hybride et incubation – Quand les employés deviennent entrepreneurs et les organisations réinventent le travail." Ad machina: l'avenir de l'humain au travail, no. 1 (May 8, 2017): 26–40. http://dx.doi.org/10.1522/radm.no1.42.
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Quel serait l’avenir du travail dans les prochaines décennies? Épineux sujet qui préoccupe de plus en plus les chercheurs, les communautés et les décideurs. Plusieurs études estiment que 40 à 70 % des métiers d’aujourd’hui seront automatisés d’ici les vingt prochaines années. Serait-ce la fin de la société salariale? La fin de l’emploi? Qu’adviendra-t-il des milieux de travail? Quel rôle les organisations auront-elles à jouer dans l’évolution du travail? Étant donné ces questions préoccupantes, il est d’ores et déjà primordial d’identifier et d’étudier de nouvelles formes d’organisation du travail naissantes. Nous vous présentons ici un possible scénario comme solution à l’épineux problème de l’emploi. Il s’agit de la métamorphose des salariés en entrepreneurs au sein des incubateurs d’affaires mis en place par les organisations qui les embauchent : une solution qui profite tant aux porteurs de projet qu’aux organisations en quête d’innovations. En permettant aux organisations d’innover et aux salariés de s’épanouir, les incubateurs constituent un laboratoire qui apprend aux entreprises à gérer des individus à l’aube d’une ère post-emploi.
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Yang, Juan, Bo Pu, and Zhenzhong Guan. "Entrepreneurial Leadership and Turnover Intention in Startups: Mediating Roles of Employees’ Job Embeddedness, Job Satisfaction and Affective Commitment." Sustainability 11, no. 4 (February 20, 2019): 1101. http://dx.doi.org/10.3390/su11041101.
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Entrepreneurial leadership is critical for the sustainable development of start-ups and plays a key role in employees’ turnover intentions. The purpose of this study was to examine the relationship between entrepreneurial leadership and turnover intentions of employees within enterprises established in the last five years. This paper explored this relationship through multiple serial mediators, specifically, employee affective commitment, job embeddedness, and job satisfaction. A quantitative approach was employed on a sample of 403 participants from 62 ventures. The results demonstrated that entrepreneurial leadership can reduce employee turnover intentions, and the impact is through job embeddedness, job satisfaction, and affective commitment, in series. This study is the first try of a three-serial-mediator model for the relationship between entrepreneurial leadership and turnover intentions, and it leads to a better understanding of the significance of entrepreneurial leadership.
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ED Radianto, Wiarawan. "MENGEMBANGKAN PENDIDIKAN KEWIRAUSAHAAN DALAM MATA KULIAH MANAJEMEN PEMASARAN DENGAN MENGGUNAKN PROJECT BASED LEARNING : STIJDI KASUS I.JNIVERSITAS CIPUTRA." Jurnal Riset Akuntansi dan Keuangan 5, no. 2 (August 1, 2009): 23. http://dx.doi.org/10.21460/jrak.2009.52.156.
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The need of entrepreneurial skill is emergtng along with the increasing of unemployment. Consequently, many higher education especially university integrate entrepreneurship in the carricalum. But yet, there are many universities still looking for the appropriate model to implement entrepreneurial skill.The essence of entrepreneuriql education is developing the spirit af entrepreneur of students in order to become entrepreneur instead of employee. Therefore, there are marcy methodologies can be studied further in term of integrating entrepreneurial tocurriculum.This study used Project Based Learning method (PBL). This method employed in Marketing Management course. The purpose of the study is to develop the spirit of entrepreneurship especially creativity and innovative, opportunity creation, and calculated risk taking. The result shows that PBL is very effectiue to increase sofi skill and to develop creativity and innovative. Also the student can understand easily aboutthe concepts of marketing.Keywords: Project Based Learning, student, entreprensurship, marketing management.
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Pimentel, Duarte, and Raquel Rodrigues. "Employee Silence and Entrepreneurial Orientation in Small and Medium-Sized Family Firms." European Journal of Family Business 12, no. 1 (March 8, 2022): 39–50. http://dx.doi.org/10.24310/ejfbejfb.vi.13536.
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This paper aims to assess differences between employees of family and non-family firms regarding their levels of employee silence and their perceptions of the company’s entrepreneurial orientation. Moreover, focusing on family firms, we assess the relationship between the levels of employees’ silence and their perceptions of the firm’s entrepreneurial orientation. The empirical evidence is provided by a sample of 245 Portuguese employees, 117 employees of family firms, and 128 of non-family firms, who responded to a questionnaire that included employee silence and entrepreneurial orientation measures. Results reveal that family firms’ employees show higher levels of employee silence but perceive their companies as less entrepreneurially oriented than employees of non-family companies. In addition, our results do not support the idea that there is a relationship between the levels of employee silence and the employee’s perception of the company’s entrepreneurial orientation. This paper offers initial insights into the debate on the relationship between the levels of employee silence and the employee’s perception of the company’s entrepreneurial orientation in family firms.
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Fulda, Joseph S. "THE ENTREPRENEURIAL EMPLOYEE." Economic Affairs 28, no. 3 (September 2008): 70–71. http://dx.doi.org/10.1111/j.1468-0270.2008.00850.x.
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Gaile, Anita, Ilona Baumane-Vitolina, Erika Sumilo, Daina Skiltere, and Ricardo Martin Flores. "Values and career behaviours of entrepreneurs and employees." International Journal of Entrepreneurial Behavior & Research 26, no. 7 (December 20, 2019): 1607–25. http://dx.doi.org/10.1108/ijebr-06-2019-0369.
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Purpose The purpose of this paper is to determine the differences in the values and behaviours of employees and entrepreneurs and to develop guidelines for employers to foster entrepreneurial thinking in their organisations. Design/methodology/approach To determine individual behaviours, the authors used the career adaptability scale developed by Savickas and Porfelli (2012), complemented with the statements regarding relationships in the workplace and reward, designed by Gattiker and Larwood (1986). The individual values were evaluated by Schwartz’s individual value framework. The career success of individuals was defined by income level and job satisfaction. Data from a sample of 473 respondents were analysed using structural equation modelling. Findings This paper reveals that there are differences in the behaviours and the values of employees and entrepreneurs. Employees are more concerned with relationships at the workplace, rewards and confidence, whereas entrepreneurs focus solely on relationships. Self-direction value has a direct positive impact. Universalism, conformism, achievement, stimulation and safety have indirect positive effects on career success for employees. There is no specific individual value driving career success for entrepreneurs. Originality/value This paper follows the recent trends in organisational culture development whereby organisations seek to incorporate the entrepreneurial mindset at all levels of the organisation. Until now, there has been scarce empirical evidence on the differences between entrepreneurial and employee values. This research provides evidence that the value gap between these two distinct groups is considerable enough to question the ability of the average employee to adopt the entrepreneurial behaviour required by modern organisations.
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Hubner, Sylvia, Matthias Baum, and Michael Frese. "Contagion of Entrepreneurial Passion: Effects on Employee Outcomes." Entrepreneurship Theory and Practice 44, no. 6 (November 6, 2019): 1112–40. http://dx.doi.org/10.1177/1042258719883995.
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This article analyzes the contagion process of entrepreneurial passion and its effects on employee outcomes. We develop a mediation model showing entrepreneurs’ entrepreneurial passion affects an employee passion response, which in turn affects employee outcomes. We draw on a dual-process perspective to analyze how entrepreneurs’ emotional and identity displays interact to create employees’ perceptions of entrepreneurs’ passion, and question whether the contagion effect uniformly works for all employees. Our empirical studies, one field study and one experiment, provide empirical support for a contagion effect of entrepreneurial passion, and show the particularities of the effects of entrepreneurs’ passion on employee outcomes.
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Andrushko, A. "Labor relations during martial law." Uzhhorod National University Herald. Series: Law 1, no. 73 (December 9, 2022): 147–50. http://dx.doi.org/10.24144/2307-3322.2022.73.24.
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In the section on labor law, the labor rights of employees and employers, which are understood due to the introduction of martial law on the entire territory of Ukraine, are highlighted. It is emphasized that labor law is a social law, the primary task of which is to balance the interests of employees, employers and the state. Attention is drawn to new legal constructions of dismissal of an employee, changes in essential working conditions, new grounds for terminating an employment contract at the initiative of the employer are outlined, in particular: the employer is given the right to terminate the employment contract at his initiative in the event of an employee's absence from work and information about the reasons for such absence for more than four months, as well as in the event that it is impossible to provide the employee with working conditions, due to the fact that the production, organizational, technical capacities, means of production, or the property of the owner or the body authorized by him, necessary for the performance of the work by the specified employee, were destroyed as a result of hostilities; the procedure for suspending the employment contract is specified; for the period of martial law, certain restrictions provided by the legislation in the field of corruption prevention regarding employment in other paid or entrepreneurial activities are canceled; issues of organization of personnel records and archival storage of personnel documents at the employer, etc. are clarified. The theoretical research is conducted taking into account the optimization of labor legislation, that is, finding the best option, finding the optimal model of legal regulation of labor relations taking into account the martial law and adapting labor legislation to the standards of the European Union. It is emphasized that the optimization of labor legislation made it possible to significantly organize the order of interaction between the employee and the employer in the conditions of martial law, to eliminate the potential occurrence of labor disputes in connection with the existing legislative gaps in the regulation of labor relations, and ensured the appropriate level of flexibility of labor relations, which employers need in the conditions martial law.
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Wu, Di, Haitianyu Lin, and Zhongming Wang. "Dampening entrepreneurial passion: The effect of observational monitoring on startup venture employees." Social Behavior and Personality: an international journal 49, no. 2 (February 4, 2021): 1–14. http://dx.doi.org/10.2224/sbp.9836.
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Observational monitoring of employees is becoming increasingly common in startup ventures in China, creating new problems regarding employee psychology—in particular, the diminishing of employee entrepreneurial passion. We conducted a survey with 303 employees of startups in China and found that observational monitoring was negatively associated with the employees' entrepreneurial passion for inventing because it eroded employee trust in management. However, when the employees perceived a high level of psychological safety, the negative effects of observational monitoring were mitigated. Theoretical and practical implications of these findings are discussed.
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Mustafa, Michael, Fiona Gavin, and Mathew Hughes. "Contextual Determinants of Employee Entrepreneurial Behavior in Support of Corporate Entrepreneurship: A Systematic Review and Research Agenda." Journal of Enterprising Culture 26, no. 03 (September 2018): 285–326. http://dx.doi.org/10.1142/s0218495818500115.
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The individual entrepreneurial behavior of employees represents one of the primary antecedents of Corporate Entrepreneurship. The complex nature of ‘employee entrepreneurial behavior’ suggests that a myriad of contextual influences act on the emergence of such behavior. It is imperative that theorists and practitioners alike understand both the subtle and sophisticated ways in which context influences employee entrepreneurial behavior. To address these issues and encourage future work, this study performs a systematic literature review to provide an overview of the field and examines the influence of the job/role, organizational/work and external contexts on employee entrepreneurial behavior. Findings suggest that employee entrepreneurial behavior is an emergent research field and that its behaviors can manifest themselves in different ways compared to firm-level entrepreneurial behaviors. We also show the sophisticated manner in which different types of context influence employee entrepreneurial behavior.
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Atandi, Fred Gichana. "INFLUENCE OF ENTREPRENURIAL WORKING ENVIRONMENT ON EMPLOYEE PRODUCTIVITY AMONG SMALL AND MEDIUM ENTERPRISES." International Journal of Management & Entrepreneurship Research 3, no. 2 (March 6, 2021): 97–106. http://dx.doi.org/10.51594/ijmer.v3i2.212.
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The purpose of the study was to determine the influence of entrepreneurial working environment on employee productivity among small and medium enterprises in Kitale town, Kenya. The specific objectives of the study were to; examine entrepreneurial working environment, establish employee productivity and to find out the relationship between entrepreneurial working environment and employee productivity among small and medium enterprises in Kitale town. The study used both descriptive, cross-sectional and correlation research designs. A total of 14 SME hotels with a total of 92 regular employees were sampled to participate in the study. The sampling method used was census since the population was small. The research instruments reliability test had a cronbatch’s alpha value of 0.884 which was above the threshold. The results indicated that SMEs hotels have not embraced entrepreneurial working environments in their work places which will allow employees to be motivated to exploit their potential and improve on productivity. The study results also showed that employee productivity is low implying that they may not be achieving their set targets which affects performance of SMEs hotels. The study results also revealed that there was a significant relationship between entrepreneurial working environment and employee productivity. The study recommendations were;the SMEs hotels are facing stiff competition from world class hotels, to remain relevant and in productive operations, they should embrace creation of entrepreneurial environment where their employees will feel motivated and valued. The SMEs hotels should consider recruiting entrepreneurial human resources who will easily utilize their unique skills and talents to benefit the enterprises they work with and the county government of Trans Nzoia and national government should draft a policy to provide incentives to SMEs hotels while operating in uncertain business environments..
Keywords: Entrepreneurial Environment, Productivity, Small and Medium Enterprises, Employee, Hotel
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Liebregts, Werner, and Erik Stam. "Employment protection legislation and entrepreneurial activity." International Small Business Journal: Researching Entrepreneurship 37, no. 6 (March 27, 2019): 581–603. http://dx.doi.org/10.1177/0266242619836358.
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Labour market institutions enable and constrain individual behaviour on the labour market and beyond. We investigate two main elements of national employment protection legislation and their effects upon entrepreneurial activity. We use multilevel analyses to estimate the separate impact of redundancy payments and the notice period for employers on independent entrepreneurship (self-employment) and entrepreneurial employee activity. Redundancy payments and notice period reflect labour market friction, opportunity cost, search time and liquidity constraint mechanisms contained in employment protection legislation. Country-level legislation on the notice period for employers is found to be positively related to an individual‘s involvement in entrepreneurial employee activity, yet negatively related to self-employment. We do not find consistent effects of redundancy pay legislation on entrepreneurial activity.
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Urbig, Diemo, Karina Reif, Stephan Lengsfeld, and Vivien D. Procher. "Promoting or preventing entrepreneurship? Employers’ perceptions of and reactions to employees’ entrepreneurial side jobs." Technological Forecasting and Social Change 172 (November 2021): 121032. http://dx.doi.org/10.1016/j.techfore.2021.121032.
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Mehmood, Muhammad Shahid, Zhang Jian, Umair Akram, and Adeel Tariq. "Entrepreneurial leadership: the key to develop creativity in organizations." Leadership & Organization Development Journal 42, no. 3 (February 3, 2021): 434–52. http://dx.doi.org/10.1108/lodj-01-2020-0008.
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PurposeEntrepreneurial leadership has been developed from the existing leadership and entrepreneurship literature as a new leadership theory to meet the dynamic changes in the 21st century. Accordingly, the main purpose of this study is to investigate the effect of entrepreneurial leadership on employee creativity and the mediating influence of psychological empowerment and psychological safety, with the lens of social learning theory.Design/methodology/approachData were collected from the manufacturing sector of Pakistan with a sample size of 280 dyads of managers and employees. A two-step analytical strategy was adopted through which the measurement model was validated by using confirmatory factor analysis and structural equation modeling to estimate the structural model to fit the data. The bootstrapping method was applied for testing the mediation analysis.FindingsThe current study found that entrepreneurial leadership positively related to employee creativity. Moreover, it was found that psychological empowerment and psychological safety mediated the relationships between entrepreneurial leadership and employee creativity.Research limitations/implicationsThe findings of the current study provide guidance to managers and businessmen on how to develop the creative skills of employees by adopting entrepreneurial leadership behaviors. Besides, this study enriches the literature by exploring the performance mechanism of entrepreneurial leadership to develop employee creativity.Originality/valueThe current study is considered the first to examine the role of entrepreneurial leaders in stimulating employee creativity through psychological safety and psychological empowerment. As such, it enriches the creativity literature by exploring the employee creativity mechanism through entrepreneurial leadership and validating the importance of psychological factors in the development of creativity compared to previous studies, which have focused primarily on the concept or scale development of entrepreneurial leadership. Furthermore, it provides several theoretical and managerial implications along with future opportunities.
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Li, Mingze, Jiaze Li, and Xiaofang Chen. "Employees’ Entrepreneurial Dreams and Turnover Intention to Start-Up: The Moderating Role of Job Embeddedness." International Journal of Environmental Research and Public Health 19, no. 15 (July 30, 2022): 9360. http://dx.doi.org/10.3390/ijerph19159360.
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Many people have entrepreneurial dreams in mind, yet existing research has neglected to focus on this phenomenon. This paper introduces the concept of entrepreneurial dreams, constructs a model of the relationship between entrepreneurial dreams and turnover intention to start-up, based on identity theory and prospect theory, and empirically analyses the mechanism of the effect of entrepreneurial dreams on turnover intention to start-up. Through the analysis of data from two multi-provincial and multi-wave employee studies (Study 1 N = 198, Study 2 N = 227), the findings show that: (1) employees’ entrepreneurial dreams positively influence turnover intention to start-up; (2) employees’ entrepreneurial dreams can stimulate employees’ sense of entrepreneurial self-efficacy, thus positively influencing turnover intention to start-up; (3) job embeddedness plays a moderating role in the relationship between entrepreneurial self-efficacy and turnover intention to start-up, specifically, the higher the degree of job embeddedness, the weaker the effect of entrepreneurial self-efficacy on turnover intention to start-up; (4) job embeddedness moderates the indirect effect of entrepreneurial dreams on turnover intention to start-up through entrepreneurial self-efficacy, specifically, the higher the degree of job embeddedness, the weaker the indirect effect of entrepreneurial dreams on turnover intention to start-up through entrepreneurial self-efficacy. This study reveals the mediating role of employees’ entrepreneurial self-efficacy and the moderating role of job embeddedness in the influence of entrepreneurial dreams on employees’ turnover intention to start-up, which provides theoretical and practical references for relevant organizations.
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Hassan, Narehan, Mohd Safwan Ramli, Mazuin Mat Halif, Rozilah Abdul Aziz, and Noor Zalina Zainal. "The Predictors of Employee Mindset towards Employee Innovativeness: A Comparative Study between Two Government-Linked Companies in Malaysia." Revista Gestão Inovação e Tecnologias 11, no. 4 (July 22, 2021): 2801–16. http://dx.doi.org/10.47059/revistageintec.v11i4.2319.
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This pilot study was conducted to identify the predictors of employee mindset towards employee innovativeness at two government-linked companies in Malaysia which were Tabung Haji and Felda Berhad. The main purpose is to investigate the effects of employee mindset on employee innovativeness. In addition, it also seeks to have a deeper understanding on one of the main issues of GLCs performance in Malaysia which is the deficiency in innovativeness among their employees. The study found that all seven dimensions of employee mindset which were cosmopolitanism, cognitive complexity, creative thinking, work culture, entrepreneurial mindset, boundary spanning and adaptability were related to employee innovativeness, while four of these variables were the predictors towards employee innovativeness. Two sub-variables were found to be the positive predictors (cosmopolitanism and work culture) while two others (entrepreneurial mindset and work culture) were found to be the negative predictors towards employee innovativeness. It was also found that Tabung Haji employees were significantly influenced by cosmopolitism and work culture traits while entrepreneurial mindset trait had negative influenced toward their employee innovativeness. Meanwhile for Felda Berhad’s employees, only cosmopolitanism attribute had significantly influenced innovativeness while creative thinking and work culture traits had negative influence toward employee innovation. Employee innovativeness is critical for GLCs’ success; cosmopolitanism and work culture appeared to be the important orientation for management and employees to foster. To assist managers to deliver superior products and services, they must be courageous enough to enhance cosmopolitanism and work culture attributes to their employees as a means to increase profits for the GLCs.
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Clark, Anna Fountain. "Toward an Entrepreneurial Public Sector." Public Personnel Management 45, no. 4 (September 23, 2016): 335–59. http://dx.doi.org/10.1177/0091026016669169.
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An entrepreneurial public agency pursues the implementation of innovative programs that may broaden public service choices, increase service quality, and more effectively serve citizens. Such public entrepreneurship depends on risk taking and risk tolerance; however, public servants tend to be generally risk averse in their behaviors and personal preferences, and are therefore less likely to pursue entrepreneurial approaches to public problems. Using social exchange theory as a framework to understand the reciprocal relationship between agency and employee, this study examines whether agency behaviors might alter the risk aversion of those employees and make the agency environment more conducive to entrepreneurship. Findings suggest that managers’ demonstration of risk tolerance, reward for creativity and innovation, and agency solicitation of employee input are positively related to employee perceptions of higher risk tolerance among their peers.
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Naushad, Mohammad. "SME innovation and employee creativity: The role of entrepreneurial leadership." Problems and Perspectives in Management 20, no. 4 (December 26, 2022): 560–72. http://dx.doi.org/10.21511/ppm.20(4).2022.42.
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Entrepreneurial leadership and innovation are needed for small and medium enterprises (SMEs) to survive and grow. Entrepreneurial leaders must unlock and use their employees’ creativity to innovate. Moreover, they should foster creativity, risk-taking, and teamwork to secure business growth and success. Therefore, this study analyzes the link between entrepreneurial leadership, creativity, and innovation among SMEs. The aim is to identify the traits that lead to entrepreneurial leadership which helps in fostering creativity and innovation among SMEs in Saudi Arabia.The study is based on primary data from employees, managers, and owners of SMEs in the capital region of the Kingdom of Saudi Arabia. Two hundred and eighty-one responses were collected. However, only two hundred and forty-eight responses were left for the final analysis. The results of the study indicate that entrepreneurial leadership positively influences organizational innovation and employee creativity among SMEs, where the coefficient was found to be significant. Next, no mediation relationships involving creativity were noted between entrepreneurial leadership and organizational innovation. However, entrepreneurial leadership has been identified as a critical driver of innovation and employee creativity in SMEs. Furthermore, the study suggests that SMEs need to foster a culture of innovation to unleash employee creativity. Finally, the study can have important implications for practitioners and academic scholars. AcknowledgmentThis project was supported by the Deanship of Scientific Research at Prince Sattam Bin Abdulaziz University under the research project (PSAU-2022/01/20421).
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Sun, Yongliang. "Employee Productivity Is Boosted Psychologically by Keeping Attendance System, CSR, Entrepreneurial Intentions, and Machine Learning Behavior." Wireless Communications and Mobile Computing 2022 (May 17, 2022): 1–12. http://dx.doi.org/10.1155/2022/9553554.
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This paper aims to explore the impact of maintaining an attendance system, CSR, entrepreneurial intention, and machine learning behavior on psychological improvement and employee productivity. The paper utilizes both primary and secondary research to explore the relationship between the variables under consideration. The findings show that CSR has a positive impact on the performance of an employee. The machine learning behavior allows employees to select the right career paths that result in high performance, satisfaction, and productivity. In addition, entrepreneurial intentions improve the productivity of employees within an organization as they desire to create new core values. The attendance management system also positively influences employee productivity as it improves the physiological presence of employees.
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Bengtsson, Ola, and John R. M. Hand. "Employee Compensation in Entrepreneurial Companies." Journal of Economics & Management Strategy 22, no. 2 (April 4, 2013): 312–40. http://dx.doi.org/10.1111/jems.12014.
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Marshall, David R., Walter D. Davis, Clay Dibrell, and Anthony P. Ammeter. "Learning off the Job: Examining Part-time Entrepreneurs as Innovative Employees." Journal of Management 45, no. 8 (June 13, 2018): 3091–113. http://dx.doi.org/10.1177/0149206318779127.
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In this paper, we explain and examine how engaging in part-time entrepreneurship (creating and managing side businesses while remaining employed for wages in existing organizations) uniquely positions individuals to exhibit innovative behavior in employee roles. To study this phenomenon, we integrate the literatures on entrepreneurial learning, knowledge and learning transfer, and employee innovation. We hypothesize that part-time entrepreneurship provides an opportunity for individuals to acquire knowledge and skills conducive to enacting innovative behaviors as employees. Multilevel regression analysis of a sample of 1,221 employee responses across 137 organizational units provides evidence to support our positive transferal hypothesis. Further, we find that individual differences in goal orientations and work-unit climates for innovation strengthen these relationships.
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Krüger, Cristiane, and Italo Fernando Minello. "Structural model of employee behavior measurement." Revista de Negócios 24, no. 1 (June 5, 2019): 35. http://dx.doi.org/10.7867/1980-4431.2019v24n1p35-56.
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The traditional methods of evaluating entrepreneurial behavior carry a degree of uncertainty and subjectivity with several uncontrollable independent variables. Faced with this fragility, the modeling of structural equations can be a tool that contributes to the understanding of this behavior. In order to contribute in this direction, this study aimed to develop a structural model for measuring entrepreneurial behavior based on behavioral characteristics and entrepreneurial intent. The research is applied, quantitative, descriptive and exploratory. In order to satisfy the problem raised, data collection instruments already validated were used. The sample consisted of 2,519 respondents. The internal consistency of the scales proved to be reliable for the measurement and evaluation of the constructs. In the descriptive analysis it was identified that the achievement dimension obtained higher score, moreover, more than 90% of the participants present entrepreneurial behavioral characteristics and intend to undertake. Then, behavioral characteristics and entrepreneurial intention were related by developing a structural model for entrepreneurial behavior. It was concluded that the model is apt to measure entrepreneurial behavior. The research was limited to the construction of a model of measurement of entrepreneurial behavior from the instruments answered by undergraduate students from a public higher education institution. Future studies can expand the constructs addressed in the structural model, as well as be replicated in other institutions of higher or basic education in order to compare, deepen and new findings, in addition to considering a longitudinal follow-up. The originality of the study lies in the development of a structural model for measuring entrepreneurial behavior.
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Schlepphorst, Susanne, Elizabeth C. Koetter, Arndt Werner, Christian Soost, and Petra Moog. "International assignments of employees and entrepreneurial intentions: the mediating role of human capital, social capital and career prospects." International Journal of Entrepreneurial Behavior & Research 26, no. 6 (July 15, 2020): 1259–79. http://dx.doi.org/10.1108/ijebr-11-2019-0637.
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PurposeDrawing on human capital (HC) and social capital (SC) as well as the Jack-of-all-trades theory, this paper aims to clarify the relationship between international assignments (IAs) of employees and their entrepreneurial intentions. The study proposes that such IAs provide specific environmental features which may enable employees to build up diverse skills and network relations conducive to entrepreneuship.Design/methodology/approachThe authors collected data using an online survey, targeting professionals and managers in Germany and Switzerland. They used 223 complete responses. Before data collection, they ensured the suitability of their questionnaire by employing well-tested scales and consulted independent experts in survey design and methodology. They tested their hypotheses by applying multiple mediation modeling.FindingsAs hypothesized, the authors find empirical evidence that diverse skills and network relationships as well as poor career prospects, positively mediate the relationship between IAs and entrepreneurial intentions of employees.Research limitations/implicationsWe applied simple random and the snowball sampling method. Our approach involved the use of headhunters, international employers and relocation companies as multipliers.Practical implicationsOur results have practical implications for employees and employers. Employees on international assignments can proactively pursue opportunities in order to utilize the acquired experiences and resources for taking up entrepreneurial activities. Employers can try to retain these employees to facilitate (international) corporate entrepreneurship.Originality/valueTo the best of our knowledge, this is the first empirical study to highlight the entrepreneurial ambitions of international assignees. It thus provides initial insights into this topic.
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Saleh, Lena, and Hussein Ibrahim. "The Determinants of Entrepreneurial Intention among Bank Employees in Lebanon." Journal of Business Theory and Practice 9, no. 1 (January 8, 2021): p1. http://dx.doi.org/10.22158/jbtp.v9n1p1.
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Despite of measuring the impact of feasibility and desirability separately or jointly on entrepreneurial intention by different scholars; the intention among employees was not measured in Lebanon before and the international studies are almost limited to turnover intention and its impact on the organizations, to job satisfaction and its impact on counterproductive work behavior of employees. Our research aims to exploit the impact of the feasibility, desirability and creativity on the entrepreneurial intention within a new context. Employees’ entrepreneurial intention may be affected by different factors. Entrepreneurial intention is found to determine employees’ willingness to engage into entrepreneurial behavior in future instead of being employed. The main objective of this study is to understand how perceived desirability, perceived feasibility and creativity affect entrepreneurial intention of bank employees. The primary data of this study was gathered by distributing 101 survey questionnaires to respondents at a prime bank in Lebanon. The Cronbach’s Alpha Reliability test which can ensure high reliability result was conducted on every variable. Pearson Correlation Coefficient and Multiple Linear Regression Analysis were conducted in this study to observe independent variables (i.e., desirability, feasibility & creativity). All variables have significant relationship with entrepreneurial intention.The discussion of the findings, implications of study, limitations and recommendations for future research are discussed in the end of the study.
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Saleh, Lena, and Hussein Ibrahim. "The Determinants of Entrepreneurial Intention among Bank Employees in Lebanon." Journal of Business Theory and Practice 9, no. 1 (January 8, 2021): p1. http://dx.doi.org/10.22158/jbtp.v9n1p1.
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Despite of measuring the impact of feasibility and desirability separately or jointly on entrepreneurial intention by different scholars; the intention among employees was not measured in Lebanon before and the international studies are almost limited to turnover intention and its impact on the organizations, to job satisfaction and its impact on counterproductive work behavior of employees. Our research aims to exploit the impact of the feasibility, desirability and creativity on the entrepreneurial intention within a new context. Employees’ entrepreneurial intention may be affected by different factors. Entrepreneurial intention is found to determine employees’ willingness to engage into entrepreneurial behavior in future instead of being employed. The main objective of this study is to understand how perceived desirability, perceived feasibility and creativity affect entrepreneurial intention of bank employees. The primary data of this study was gathered by distributing 101 survey questionnaires to respondents at a prime bank in Lebanon. The Cronbach’s Alpha Reliability test which can ensure high reliability result was conducted on every variable. Pearson Correlation Coefficient and Multiple Linear Regression Analysis were conducted in this study to observe independent variables (i.e., desirability, feasibility & creativity). All variables have significant relationship with entrepreneurial intention.The discussion of the findings, implications of study, limitations and recommendations for future research are discussed in the end of the study.
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Yulivan, Ivan. "Analisis Pengaruh Organizational Trust dan Entrepreneurial Leadership terhadap Employee Engagement di Kementerian untuk Pertahanan Negara." Owner 6, no. 2 (April 9, 2022): 2051–58. http://dx.doi.org/10.33395/owner.v6i2.825.
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This study aims to analyze the effect of organizational trust and entrepreneurial leadership on employee engagement in the ministry for national defense. This study uses a mix-method by combining quantitative and qualitative approaches. Data collection was carried out by distributing questionnaires to 335 permanent employees in the ministry of defense of the Republic of Indonesia. Quantitative data analysis was carried out using a path analysis trimming model. The results of this study indicate that entrepreneurial leadership has a direct and positive effect on employee engagement from the path coefficient ry1 of 0.445. In addition, organizational trust has a direct positive effect on employee engagement from the path coefficient ry2 of 0.460. Organizational trust contributes more to the realization of engaged employees of the ministry of defense through maintaining consistency, integrity, and loyalty as well as increasing competence and openness. Entrepreneurial leadership is a choice of leadership model that is able to direct and grow employee trust. Employees who trust will contribute optimally to the achievement of organizational goals, because with high trust employees will become very involved with high morale and proud to work for the organization. Thus, organizations need leadership to develop a conducive work environment and build motivation for members to produce the expected feedback from various aspects.
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Sarada and Oana Tocoian. "Is It All About Who You Know? Prior Work Connections and Entrepreneurial Success." ILR Review 72, no. 5 (February 28, 2019): 1200–1224. http://dx.doi.org/10.1177/0019793919835550.
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This article studies how prior professional connections among founding employees predict a new firm’s short- and medium-term success. The authors apply three employment network measures to a large employer–employee matched Brazilian panel data set to find that network structures are strongly predictive of both firm survival and growth. All else equal, new firms with previously connected founding employees experience higher survival odds but slower early growth. Results suggest that working with former co-workers confers benefits such as resolved informational asymmetries, increased resource sharing, and nonpecuniary gains—qualities that are vital to new firm survival. High growth, however, likely benefits from a more varied resource set, facilitated by drawing on individuals from a multiplicity of employment backgrounds. In addition, the absence of prior ties may itself render the profit motive dominant, thereby increasing growth. Results are consistent across most sectors, initial firm sizes, and other sample selection criteria.
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Suhendi, Rudi, and Soebowo Musa. "Entrepreneurial Leadership, Entrepreneurial Orientation, Organizational Effectiveness and Their Relationships Towards Firm Performance." Emerging Markets : Business and Management Studies Journal 9, no. 2 (January 11, 2022): 131–47. http://dx.doi.org/10.33555/embm.v9i2.198.
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This study is a cross-sectional descriptive & confimatory study that analyzes the Indonesian heavy equipment industry. Therefore, the results only represent the condition of the industry at a certain point in time the research was conducted, unlike longitudinal data. Another implication is that this research cannot determine causality between constructs and can only represent the current condition.
The construct that the author measures is entrepreneurial leadership (EL), entrepreneurial orientation (EO), organizational effectiveness (OE) and Firm performance (FP).
FP is a relevant construct in strategic management research and is often used as the dependent variable. Despite this relevance, there is almost no consensus on its definition, dimensions and measurement, what is limiting progress in research and understanding of the concept.
Successful FP operating in dynamic and changing environments have the ability to reach out and explore new sights. When the current conditions for new employee recruitment have been reduced, even every year there are no additional new employees, expenses, optimization & additional work jobs for each employee, etc. Possibly with this, I as the author would like to examine current in the company whether they have EL, EO, OE to improve FP, where employees understand and apply how Risks of risk and uncertainty as well as being proactive in maintaining the company's growth, so that the company can survive in a dynamic business situation. And for this study the author also wants to clarify that EL, EO, OE and FP are their have relationship have a positive effect for each others.
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Aristana, I. Nengah, I. Made Bayu Wisnawa, Anak Agung Ketut Sriasih, and Ni Made Ernila Junipisa. "Entrepreneurial leadership and employee creativity: Moderation and mediation perspectives." Jurnal Ekonomi dan Bisnis 25, no. 2 (June 27, 2022): 199–236. http://dx.doi.org/10.24914/jeb.v25i2.5406.
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This research aims to analyze and explain the influence of entrepreneurial leadership, information technology and employee creativity and to examine the role of knowledge sharing as the moderator and information technology as the mediator. The population in this research was all the small and medium enterprises engaged in handicrafts in Bali, amounting to 42 businesses. The determination of the sample was done by using a proportional sampling method involving leaders, supervisors and employees and the total sample in this research was 126 people. The result of this study indicates that entrepreneurial leadership has no significant, positive effect on employee creativity. Meanwhile, entrepreneurial leadership has a significant, positive effect on information technology. Information and knowledge sharing directly have a positive and significant effect on employee creativity. The moderating role of knowledge sharing has been proven to moderate the influence of entrepreneurial leadership on employee creativity, but the role shown has a weakening tendency. Meanwhile, knowledge sharing is not proven as moderating the influence of information technology on employee creativity. Information technology is proven to be a full mediation (fully mediating) the influence of entrepreneurial leadership on employee creativity.
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Breugst, Nicola, Anne Domurath, Holger Patzelt, and Anja Klaukien. "Perceptions of Entrepreneurial Passion and Employees’ Commitment to Entrepreneurial Ventures." Entrepreneurship Theory and Practice 36, no. 1 (January 2012): 171–92. http://dx.doi.org/10.1111/j.1540-6520.2011.00491.x.
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Drawing on theories of emotional contagion and goal setting, we propose two mechanisms as to how employees’ perceptions of entrepreneurial passion influence their commitment to entrepreneurial ventures. Testing these mechanisms with data from a survey of 124 employees, we find that employees’ perceptions of their supervisors’ passion for inventing, founding, and developing differentially impact commitment. While perceptions of entrepreneurs’ passion for inventing and developing enhance commitment, passion for founding reduces it. Employees’ experiences of positive affect at work and their goal clarity mediate these effects. Our results have implications for the literature on entrepreneurial passion and leadership in entrepreneurial firms.
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He, Qin, and Du Hui. "Organizational Intrapreneurship Policy, Entrepreneur Subjectivity, and Employees' Intrapreneurship Activity." International Journal of Information Systems in the Service Sector 12, no. 1 (January 2020): 1–15. http://dx.doi.org/10.4018/ijisss.2020010101.
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How to motivate employees' intrapreneurial behavior has become a key factor in improving innovation. Previous research only considered a single perspective of people or the environment, neglected the interaction between the two, and lacked an in-depth analysis of the internal entrepreneurial processes and mechanisms. This paper introduces new variables, employment relationship quality and entrepreneurial sentiment, and reveals how internal entrepreneurial policies influence entrepreneurs' internal entrepreneurial activities through entrepreneurial subjectivity. The theoretical contributions of this paper include introducing entrepreneurial subjectivity to analyze employees' internal entrepreneurial behaviors, classifying internal entrepreneurial policies from three dimensions and discussing their impact on employees' entrepreneurship, and revealing the revealing the impact of entrepreneurial policies from the interaction between people and organizations, which opens the black box of the dynamic process and internal mechanisms of arousing employees' innovation behavior.
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Lee, Jin. "A Dynamic Model of Employees’ Transition to Entrepreneur: A Cognitive Mapping Approach." Human Resource Development Review 20, no. 2 (March 16, 2021): 143–71. http://dx.doi.org/10.1177/15344843211000260.
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Employees’ transition to an entrepreneurial career has been explained by two major driving forces: push and pull factors. The push-pull dichotomy, however, has been the center of debate on whether the classification is incomplete and ambiguous. Until this debate is resolved, the dynamic and fluid nature of the influencing factors and their relationships remains unclear. The purpose of this research is to discuss the legitimacy of the push-pull dichotomy in explaining the motivations and processes of employees’ transition to an entrepreneurial career. To achieve this, a cognitive mapping approach to synthesize the factors from the extant empirical studies was employed. Analysis of 26 articles revealed that categories of push and pull factors in prior research are neither mutually exclusive nor clearly separate. Our dynamic model of employees’ transition to an entrepreneurial career illustrates the reciprocal, compounding, and counter-effective influence of factors. This research sheds light on the dynamic interrelationship among factors affecting employees’ transition to an entrepreneurial career.
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Lyons, Paul R. "The keys that unlock entrepreneurialism in employees." Human Resource Management International Digest 23, no. 2 (March 9, 2015): 1–4. http://dx.doi.org/10.1108/hrmid-01-2015-0010.
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Purpose – This paper aims to review current information and research concerning the entrepreneurial spirit of employees. It provides a brief overview of entrepreneurial behavior, how it contributes to organizational success and what tends to motivate it. It offers suggestions for practitioners. Design/methodology/approach – It examines research and opinion for the past several years and summarizes it to help practitioners to stimulate entrepreneurial spirit in organizations. Findings – It reveals that 5-8 per cent of employees will eventually leave to set up their own business, while an equivalent percentage creates and develops products, services, cost-savings and the like to benefit the firm and does not leave the organization. Both groups share an entrepreneurial spirit and are driven to innovate and create. Practical implications – It reveals that organization managers can choose to encourage or deflate the entrepreneurial spirit through various means. Social implications – It explains that society as a whole can benefit from the labors of individuals who search for business opportunities and then work to bring them to fruition. Originality/value – It gives an overview of recent research and opinion with regard to both entrepreneurial spirit and entrepreneurial behavior that is not readily available in other sources. It provides current information that may guide practice and policy development.
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Dunn, Maggie W. "Capturing Employees' Hearts and Minds: [How leaders in large companies can create the energy and focus that is common in entrepreneurial environments]." Journal of Leadership Studies 4, no. 3 (July 1997): 143–51. http://dx.doi.org/10.1177/107179199800400312.
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What can leaders in large companies do to create the passion for the work that is common in entrepreneurial environments? What organizational conditions are necessary for employees to think and act like owners of the business? The energy and focus that often exist in small, entrepreneurial environments can be elusive to large employers. There are many theories and recommended "fixes" for large employers. This paper provides an overview of the various perspectives and concludes with recommendations for large employers who recognize the bottom line impact of capturing employee's hearts and minds.
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Aristana, I. Nengah, Ni Made Dwi Puspitawati, and Tjokorda Istri Tuty Ismayanthi. "Leadership and Employee Creativity: The Mediation Role of Intrinsic Motivation." Media Ekonomi dan Manajemen 38, no. 1 (January 15, 2023): 161. http://dx.doi.org/10.56444/mem.v38i1.3270.
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<p>This study aims to analyze the effect of transformational leadership, entrepreneurial leadership, and intrinsic motivation on employee creativity and to investigate the role of intrinsic motivation as a mediation. This research was conducted in the export craft industry, with a quantitative approach. Collecting data using a questionnaire distributed to 114 employees, then the data is evaluated with SmartPLS 3.2.9. The results of the analysis show that transformational leadership is related to intrinsic motivation and employee creativity. While entrepreneurial leadership is related to creativity but not related to intrinsic motivation. Intrinsic motivation has been shown to mediate transformational leadership and not to mediate entrepreneurial leadership. These results can practically provide leaders with paying attention to intrinsic motivation to increase employee creativity.</p>
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Hmedan, Abd Elkareem. "The Relationship between Entrepreneurial Orientation and Employee Engagement: A Multilevel Analysis." International Journal of Engineering, Business and Management 7, no. 3 (2023): 48–54. http://dx.doi.org/10.22161/ijebm.7.3.8.
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This research examined the relationship between entrepreneurial orientation and employee engagement, using a sample of 372 employees from small to medium-sized enterprises (SMEs) in Syria. Our study aimed to provide an empirical understanding of the intricacies that interplay between the entrepreneurial orientation of firms and the level of employee engagement. The results indicate a positive correlation between these two factors. The insights provided by this study may be valuable for business owners, policymakers, and researchers alike.
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Carraher, Shawn M., Darren E. Hart, and Charles E. Carraher. "Attitudes towards benefits among entrepreneurial employees." Personnel Review 32, no. 6 (December 2003): 683–93. http://dx.doi.org/10.1108/00483480310498666.
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Kintu, Ismail, Faisal Buyinza, and Yusuf Kiwala. "Tax Administration and Entrepreneurial Performance: A Study of SMEs in Uganda." International Business Research 12, no. 12 (November 8, 2019): 39. http://dx.doi.org/10.5539/ibr.v12n12p39.
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Using the 2013 World Bank Enterprise Survey Data for Uganda, this paper employs the logit and quintile estimation technique to explain the relationship between tax administration and entrepreneurial performance among SMEs in Uganda. The study also employed interviews to obtain expert opinion about tax administration and also explain the results of logit models. Our results indicate that tax rate positively and significantly affect entrepreneurial performance, while tax administration has no effect on entrepreneurial performance. Other key factors that promote entrepreneurial performance include access to credit, firm age, male ownership, training and participation in exporting. Our results suggest that efforts to incentivize and set a conducive tax rate, ease of access to financing and training need to be strengthened for higher entrepreneurial performance among SMEs in Uganda.
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Rybkina, M. V. "Risks of Entrepreneurial Activity and Their Impact on the Development of Labor Relations." Sociology and Law, no. 2 (July 18, 2020): 78–82. http://dx.doi.org/10.35854/2219-6242-2020-2-78-82.
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The article analyzes the concept of “risk” as an economic, social and legal category. The author defines the legal boundaries of this concept from the point of view of entrepreneurial activity and reveals their features. Legal instruments are also considered that allow entrepreneurs, in the conditions of economic crises, to pay special attention to the risks associated with the conclusion of employment contracts with employees. At the same time, a conclusion is drawn on the need to improve the system of internal local legal regulation, forecasting situations in which the risk of absenteeism due to objective circumstances can lead to significant losses. The boundaries of employee social protection and protection are determined by various means that are available to the employer, in particular legal, economic and organizational.
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Saukkonen, Juha. "From a Student of Startup Business to a Startup Employee or Entrepreneur: Study on Career Narratives of Students in Entrepreneurial Programs in a University." Journal of Educational Issues 3, no. 1 (June 28, 2017): 214. http://dx.doi.org/10.5296/jei.v3i1.11117.
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The purpose of this research is to gain an understanding of the incidents, relationships and processes that support entrepreneurial students to become employees and entrepreneurs. Through a qualitative approach based on career history and projections written by the respondents, this study aims to shed light on the process of becoming an entrepreneur or employed by an entrepreneurial organization. Pedagogical and professional issues that may foster the development of these practices eventually leading to employment and entrepreneurial activities are posed.
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Oyeku, Oyedele M., Oduyoye Oluseyi, F. A. Karimu, F. A. Akindoju, M. O. Togunde, and G. N. Elemo. "Will Entrepreneurial Orientation Contribute to Entrepreneurial Success?" Advances in Social Sciences Research Journal 7, no. 7 (July 26, 2020): 420–34. http://dx.doi.org/10.14738/assrj.77.8642.
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The purpose of this study is to examine the effect of entrepreneurial orientation on entrepreneurial success. The study population is the 9,450 small and medium enterprises (SMEs) who are registered members of the National Association of Small and Medium Enterprises (NASME), National Association of Small Scale Industrialists (NASSI) and Association of Small Business Owners in Nigeria (ASBON) in Lagos State. The study employs probability sampling technique and specifically, proportionate stratified random sampling method to select it samples from the sampling frame. Sample size of 381 determined using the formula developed by the National Education Association (1960) for sample size determination was used for this study. The study employed questionnaire as research instrument to collect primary data on the dependent variable (Entrepreneurial success) and independent variable (Entrepreneurial orientation). Entrepreneurial orientation measures are: Innovativeness, Proactiveness and Risk taking while measures for entrepreneurial success are: profitability, market share, net asset growth, sales growth and government policies. The questionnaire was pretested by a pilot study of 50 selected SMEs. Data from the pilot study was analyzed and based on the result, the questionnaire was slightly modified giving an overall Cronbach’s Alpha value of 0.853. The value of F (3,206) = 21.848, p <.05, shows that the combined effect of innovativeness, risk taking and pro-activeness was statistically significant in explaining changes in entrepreneurial success in Lagos State. The findings of the study also reveal that entrepreneurial pro-activeness had the highest influence on SMEs entrepreneurial success because the p value was 0.000 followed by risk taking with 0.007, and lastly innovativeness with a p value of 0.942. This finding may be of help to the owner/managers of SMEs to be more entrepreneurial oriented and developed competitive edge in order for them to survive the intensely competitive market environment.
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Pesha, Anastasiya. "Factors in the Development of Entrepreneurial Competencies." SHS Web of Conferences 135 (2022): 01009. http://dx.doi.org/10.1051/shsconf/202213501009.
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Entrepreneurship is one of the main factors of economic growth, which ensures sustainable development of countries. Educational institutions and corporate universities develop programmes to develop entrepreneurial competencies of students and employees. Companies are introducing new functional divisions whose activities are related to revealing internal entrepreneurial competencies. This paper provides a systematic review of research in order to analyse the factors affecting the development of student and employee entrepreneurial competencies. Analysis of global, national, intra-organizational and personal factors in the development of entrepreneurial competencies makes it possible to form the most flexible and risk-resistant system of teaching entrepreneurship in universities and organizations.
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Rider, Christopher I., Peter Thompson, Aleksandra Kacperczyk, and Joacim Tåg. "Experience and Entrepreneurship: A Career Transition Perspective." ILR Review 72, no. 5 (June 10, 2019): 1149–81. http://dx.doi.org/10.1177/0019793919852919.
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The authors cast entrepreneurship as one of three career choices—remaining with one’s employer, changing employers, or engaging in entrepreneurship—and theorize how the likelihood of entrepreneurship evolves over one’s career. They empirically demonstrate an inverted U-shaped relationship between accumulated experience and entrepreneurship across various industries and jobs. The authors highlight the difficulty of inferring the mechanism underlying the observed relationship, despite detailed career history data and job displacement shocks that eliminate the current employer choice. These analyses motivate a formal career transitions model in which employer-specific and general skills accumulate with experience but potential employers observe only total skill. Results from the model presented here are that entrepreneurial career transitions vary with two relative costs: 1) the cost to an individual to form a business and 2) the cost to a potential employer to utilize the individual’s employer-specific skills. The authors discuss how this model contributes new insights into an entrepreneurial career.
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Shoghi, Behzad, and Aboulfazl Safieepoor. "The Effects of Organizational Structure on the Entrepreneurial Orientation of the Employees." JOURNAL OF INTERNATIONAL STUDIES 6, no. 2 (November 20, 2013): 54–64. http://dx.doi.org/10.14254/2071-8330.2013/6-2/5.
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Rajković, Jelena, Predrag Mali, Siniša Mitić, Bogdan Kuzmanović, and Milan Nikolić. "Comparison of entrepreneurial intentions among students and employees." Journal of Engineering Management and Competitiveness 10, no. 2 (2020): 116–26. http://dx.doi.org/10.5937/jemc2002116r.
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The paper tackles the comparison of entrepreneurial intentions among students and employees in Serbia. A t-test was applied to compare individual entrepreneurial orientation dimensions, achievement dimension, and theory of planned behaviour dimensions (including entrepreneurship intention dimension). The analysis also encompassed gender as the subject's control variable. The main conclusions are 1. Risk-taking dimension, Proactiveness, and Achievement have statistically significantly higher average values for employees than for students. Students have statistically significantly higher average values of the following dimensions: Personal attitude, Subjective norm, and Entrepreneurial intention. Dimensions Innovativeness and Perceived behavioural control are equally present in both students and employees. 2. Results for female students and female employees show identical results as for the total sample. Results for male students and male employees differentiate in that the male employees' attitudes toward entrepreneurship remain high even though they have a job. 3. The highest values for Personal attitude and Entrepreneurial intention dimensions are achieved by male students, and thereafter by female students, male employees, and the lowest by female employees. 4. The minimum difference between entrepreneurial attitudes and intentions is among male students, whereas the maximum difference between entrepreneurial attitudes and intentions emerge with male employees.
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Erić Nielsen, Jelena, Verica Babić, Vesna Stojanović-Aleksić, and Jelena Nikolić. "Driving Forces of Employees’ Entrepreneurial Intentions - Leadership Style and Organizational Structure." Management:Journal of Sustainable Business and Management Solutions in Emerging Economies 24, no. 3 (October 17, 2019): 59. http://dx.doi.org/10.7595/10.7595/management.fon.2019.0020.
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Research Question: The purpose of this paper is to explore how leadership style and organizational structure characteristics influence employees’ intentions to start their own entrepreneurial ventures, ideas or projects, within an organizational setting. Motivation: The main goal is to learn how to prevent innovativeness declining in a traditional organization and make internal environment friendly for entrepreneurial initiatives and for employees with propensity to develop new ideas, aiming to create sustainable competitive position. Idea: The paper explores how identified leadership variables, initiative, pioneer, proactive behaviour and ability to communicate vision affect employees’ entrepreneurial intentions. We also analyze the organizational structure impact, testing organic design, level of centralization and formalization. For measuring employees’ entrepreneurial intentions, we use a previously validated scale and measurements, innovation, risk propensity and autonomy. Data: The data are collected using a questionnaire on a random sample of 208 respondents employed in nineteen Serbian companies. Tools: A quantitative study methodology was designed and implemented, appropriate statistical methods performed, including correlation and linear regression analyses. Findings: We have found evidence that appropriate leadership style has a positive influence on employees' entrepreneurial intentions. More specifically, there is a positive correlation between the leader’s initiative, pioneer and proactive behaviour, and the employees’ intentions to start innovative entrepreneurial ventures. The employees’ willingness to act autonomously is affected by leader’s initiative and proactive attitude, but also by ability to clearly communicate the vision. The study also reveals that organic organizational structure, decentralization and low formalization have a positive influence on employees' entrepreneurial intentions. Contribution: The study contributes to a significant degree by filling gaps in knowledge base, revealing new perspectives about relevance of both leadership style and organizational structure for encouraging organizational entrepreneurship. The analysis also provides a more fine-grained perspective about characteristics of organizational design and improves understanding of the employees’ actions depending on authority delegation, procedures and overall flexibility of organizational structure. Practical implications represent guidelines for practitioners as to how to set up structure and adjust leadership style in order to foster entrepreneurship among employees.
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Pereira, Leandro Mariano, and Marcos Hashimoto Hashimoto. "AS MOTIVAÇÕES PARA DEIXAR DE SER INTRAEMPREENDEDOR E SE TORNAR EMPRESÁRIO." Revista de Negócios 20, no. 2 (April 7, 2016): 4. http://dx.doi.org/10.7867/1980-4431.2015v20n2p4-14.
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Summary: Some companies seek to retain the most talented employees by giving them the opportunity to become intrapreneurs and develop their ideas without having to leave the company. Despite the incentives and freedom, not all employees want to become intrapreneurs and end up leaving their jobs to form their own businesses. The purpose of this paper is to present a case of a company that has taken advantage of this phenomenon to use their intrapreneurs as a way to expand the business turning them into entrepreneurs of their own businesses. In this research, the studied company operates in the tourism sector and is entrepreneurial oriented. We analyzed the trajectory of five of its former employees who set up their own businesses connected to the employer business. The results indicate that even with an organizational environment that fosters the entrepreneurial spirit in people, organizations need to admit that the business itself is the natural way of their best intrapreneurs. Rather than lose these employees, to encourage them to create new companies directly or indirectly linked to the organization's business can be a good way to reinvent organizational structures through the creation of a network of companies created by former employees that we call here External Entrepreneurial Orientation.Keywords: intrapreneurship, Entrepreneurial orientation, Entrepreneurship, New business creation, entrepreneurial profile, Organizational Innovation, Corporate Entrepreneurship.
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Postigo, Álvaro, Marcelino Cuesta, and Eduardo García-Cueto. "Personalidad emprendedora, responsabilidad, autocontrol y grit: El lado psicológico del autoempleo." Anales de Psicología 37, no. 2 (April 25, 2021): 361–70. http://dx.doi.org/10.6018/analesps.453711.
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El enfoque psicológico en torno a la actividad emprendedora contribuye a explicar por qué las personas deciden o no emprender. El objetivo del presente estudio es analizar diferentes perfiles de personalidad emprendedora, así como identificar las variables de personalidad que puedan explicar el convertirse en trabajador por cuenta propia. Empleando una muestra de 586 participantes (Medad= 39,31; DTedad= 14,66), se analizaron diferentes perfiles de personalidad emprendedora mediante técnicas de análisis de perfiles latentes. Además, se analizó si había diferencias en otras variables psicológicas en función del perfil de personalidad emprendedora. Finalmente, se estudió, mediante un modelo de ecuaciones estructurales, si la responsabilidad, el autocontrol, el grit y la personalidad emprendedora ayudan a explicar que las personas se conviertan en trabajadores por cuenta propia. Los resultados apoyan la existencia de tres perfiles latentes de personalidad emprendedora (baja, media y alta), siendo el perfil alta personalidad emprendedora el que muestra mayores puntuaciones en otras variables psicológicas, así como mayor proporción de trabajadores por cuenta propia. El modelo de ecuaciones estructurales planteado explica un 2,6% de la varianza de la variable ser trabajador autónomo, por lo que las variables de personalidad ayudan a explicar una pequeña parte de la actividad emprendedora. The psychological approach to entrepreneurial activity helps to explain why people decide or not to undertake. The objective of this study is to analyze different entrepreneurial personality profiles, as well as to identify the personality variables that can explain becoming a self-employer. Using a sample of 586 participants (Mage = 39.31; SDage = 14.66), different entrepreneurial personality profiles were analyzed using latent profile analysis techniques. In addition, it was analyzed whether there were differences in other psychological variables based on the entrepreneurial personality profile. Finally, it was studied, using a structural equation model, if conscientiousness, self-control, grit and entrepreneurial personality help to explain why people become self-employed. The results support the existence of three latent profiles of entrepreneurial personality (low, medium and high), being high entrepreneurial personality the one profile that shows higher scores in other psychological variables, as well as a higher proportion of self-employers. The proposed structural equation model explains 2.6% of the variance of the variable being self-employed, so the personality variables help to explain a small part of entrepreneurial activity.
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Henley, Andrew. "The rise of self-employment in the UK: entrepreneurial transmission or declining job quality?" Cambridge Journal of Economics 45, no. 3 (April 3, 2021): 457–86. http://dx.doi.org/10.1093/cje/beab007.
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Abstract The UK has experienced very significant growth in self-employment since the financial crisis. The self-employed are at higher risk of income volatility while facing lower levels of social insurance. Individual transitions into self-employment may be driven by a range of factors, both ‘pull’ and ‘push’. This paper proposes a re-evaluation of the evidence on whether private sector business organizations stimulate entrepreneurial transmission amongst their employees. In the UK context rising self-employment may reflect the consequences of flexibilization and falling job quality, rather than outright job loss. Previous research has focused mainly on the subjective notion of job satisfaction to identify the level of attachment the future self-employed have to their current employer. Quantitative analysis is undertaken using large scale British longitudinal survey data. The paper extends this work to show that organizational (dis)attachment is evidenced in a range of extrinsic indicators of job quality, providing explanatory information beyond intrinsic job satisfaction. Specifically, the paper shows that the impact of training on self-employment entry depends asymmetrically on the source of that training. Finally, the paper argues that reduced attachment provides an alternative explanation for any ‘entrepreneurial transmission’ effect, through which employees, particularly those in smaller organizations, are more likely to enter self-employment. However, anticipated improvement in the experience of work from choosing self-employment is seen to be somewhat illusory, speaking to growing concerns about the impact of the growth of the gig economy.
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Dvouletý, Ondřej, and Marko Orel. "Determinants of solo and employer entrepreneurship in Visegrád countries: findings from the Czech Republic, Hungary, Poland and Slovakia." Journal of Enterprising Communities: People and Places in the Global Economy 14, no. 3 (June 6, 2020): 447–64. http://dx.doi.org/10.1108/jec-04-2020-0052.
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Purpose This study aims to extend the existing body of literature on the individual-level determinants of self-employed persons with (employer entrepreneurs) and without employees (solo self-employed individuals) from the perspective of four post-communist economies (i.e. Czech Republic, Hungary, Poland and Slovakia). Design/methodology/approach The methodological approach is based on the three harmonised waves (2005, 2010 and 2015) of the European Survey on Working Conditions (EWCS). Multi-variate logistic regression models are used to determine the individual-level differences among employees, solo self-employed individuals and job creators in the selected group of countries. Findings The results show significant differences among employees, solo self-employed individuals and job creators, especially when it comes to the role of age, gender, education, previous experience, number of working hours and their determination. Job creators in Visegrád countries have, on average, more years of experience, and higher levels of education (tertiary), than wage-employees. Research limitations/implications This study provides a series of recommendations for future research on the role of family- and household-related characteristics, entrepreneurship-specific education and migration background. Originality/value The previous research on individual determinants of entrepreneurial engagement in Visegrád region was mainly based on the data from the Global Entrepreneurship Monitor. This study offers a novel perspective based on the EWCS data.