Purpose This purpose of this paper, drawing on the theory of planned behaviour (TPB), is to develop an integrated model of entrepreneurial career intentions incorporating the role of motivational factors along with entrepreneurial knowledge. Specifically, this study proposes the existence of a relationship between entrepreneurial knowledge and digital entrepreneurial intentions and asserts that this relation is mediated by the motivational factors. Design/methodology/approach Data were collected from a sample of 150 computer sciences students from four public Iranian universities using a questionnaire. Findings Results indicated that the two motivational factors (namely, attitudes towards digital entrepreneurship and perceived behavioural control) significantly relate to digital entrepreneurial intentions. In addition, entrepreneurial knowledge indicates indirect effects on intentions via these two motivational factors. Practical implications The results of this study have clear implications for both educators and policymakers. Originality/value The study helps to understand the role of entrepreneurial knowledge in shaping digital entrepreneurial intentions through developing an integrated intention model based on the TPB. The results also indicate that the TPB fully accounts for the indirect effects of entrepreneurial knowledge.

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Despite growing research on the significance of transformational leadership as a key contextual factor that determines innovative behavior, recent studies have not investigated the psychological mechanisms that link transformational leadership to employees’ innovative behavior thoroughly. Thus, the main purpose of this study was to examine the mediating role the four dimensions of psychological capital—self-efficacy, hope, resilience, and optimism—play in the relationship between transformational leadership and employees’ innovative work behavior. Data from 178 Iranian agriculture experts were collected and analyzed using structural equation modeling. The results indicated that transformational leadership was related to employees’ innovative work behavior directly and positively. Furthermore, the results showed that hope and self-efficacy partially mediated the relationship. This study fills a gap in the literature by clarifying the way the dimensions of psychological capital influence transformational leadership’s positive relationship to employees’ innovative work behavior in the public sector of developing countries. The results imply that to be innovatively effective, organizations need to manage both employees’ contextual (transformational leadership) and psychological (psychological capital) resources to enhance their innovative work behavior. The theoretical and practical implications were further discussed.