Can Incivility Inhibit Intrapreneurship?

Abstract

While intrapreneurship is widely researched from the viewpoint of managers, it is scantly investigated from the standpoint of employees. Specifically, thus far, researchers overlooked employees’ perceptions concerning the quality of support they receive from their organisation and its impact on their intrapreneurial behaviour. In the framework of social exchange theory (SET), our study addresses these deficiencies by assessing the relationships between incivility, which represents lack of organisational support, organisational support and intrapreneurship. In line with SET, we hypothesised that incivility decreases employees’ resourcefulness to generate new ideas. Additionally, it was hypothesised that organisational support would enhance intrapreneurship. Moreover, it was hypothesised that organisational support would mediate the relationships between incivility and intrapreneurship. Findings indicated that organisational support is positively correlated with intrapreneurship and that organisational support fully mediates the relationships between incivility and intrapreneurship. Implications of these findings are discussed.

Can religiosity foster intrapreneurial behaviors? The mediating role of perceived organizational support

“…This belief, POS, will then produce a sense of obligation among employees, and then they will reciprocate the favorable treatment given by the organization. These findings are in line with previous studies (Yariv and Galit, 2017). The results of the study are aligned with Deller et al .…”

“…Consequently, employees then contribute beyond what is required and expected by organizations. Organizational support theory proposes that organizations should support the employees, and providing them a conducive environment and appreciating their efforts will result in a positive belief among the employees (Jeung et al , 2017; Yariv and Galit, 2017). This belief, POS, will then produce a sense of obligation among employees, and then they will reciprocate the favorable treatment given by the organization.…”

The Effect of Corporate — Start-Up Collaborations on Corporate Entrepreneurship

“…The CE assessment instrument (CEAI) (Hornsby et al 2002;Kuratko and Goldsby 2004) is one of the most comprehensive efforts to systematically identify the type of organizational climate that supports CE and comprises five key factors: Top-management support, work discretion, rewards/reinforcement, time availability, and organizational boundaries. Management support refers to the extent that top-level managers encourage innovation and experimentation by providing the required resources (Yariv and Galit 2017). Work discretion is the extent to which the organization tolerates failure and delegates decision-making responsibility to lower-levels (Kanter 1988;De Jong et al 2015).…”

The effect of transformational leadership on nonfamily international intrapreneurship behavior in family firms: the mediating role of psychological empowerment

“…Transformational leadership dimensions are positively related to innovative behavior (Afsar and Umrani, 2019; Amankwaa et al , 2019; Huynh, 2021; Sanders and Shipton, 2012; Shafi et al , 2020; Tung, 2016). Transformational leaders might promote employee creativity process engagement with the creative-self-efficacy, horizontal participation, resource availability and supportive climate (Boukamcha, 2019; Mahmood et al , 2019; Moriano et al , 2014; Rigtering and Weitzel, 2013; Yariv and Galit, 2017). Transformational leadership can motivate individuals to change and improve subordinates to think creatively, problem analysis from multiple angles and look at new solutions when solving corporate problems (Khalili, 2016).…”