Developing Social Entrepreneurship Orientation: The Impact of Internal Work Locus of Control and Bricolage

Xiabao, Peng; Horsey, Emmanuel Mensah; Xiaofan, Song; Guo, Rui

doi:10.3389/fpsyg.2022.877317

Cited by 13 publications

(9 citation statements)

References 99 publications

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“…Along with a similar prior cross-sectional design technique (Xiabao et al, 2022), we conducted an exploratory and confirmatory factor analysis (EFA and CFA) of grit, work engagement, feedback, person-organization fit, and employee creativity. Governed by the rule of thumb (Hair et al, 2010(Hair et al, , 2017, composite reliability (CR) and Cronbach's alpha (CA) were used to calculate construct reliability for each of these constructs.…”

Section: Reliability and Validity Analysismentioning

confidence: 99%

Understanding employee creativity from the perspectives of grit, work engagement, person organization fit, and feedback

Gonlepa

Dilawar²,

Amosun³

2023

Front. Psychol.

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PurposeDrawing on the growing emphasis in the literature on the importance of creativity in the workplace, the present study examines the effect of personal and organizational level factors that influences employee creativity. Precisely, we examine how grit, work engagement, person-organization fit, and feedback influence creativity in the workplace.Design/methodology/approachWe sampled data from 422 research assistants who are professional workers at top-notch Universities in China. They were recruited to participate in the survey through an online medium known as WeChat. We empirically tested the effect of grit, work engagement, person-organization fit, and feedback on employee creativity. These hypotheses were supported by confirmatory and exploratory factor analysis, and path analysis.FindingsThe results show that work engagement strengthens the relationship between grit and creativity. In addition, the results proved that person-organization fit positively moderates the link between grit and work engagement. Feedback also had a positive mediating effect on the link between work engagement and creativity.Practical implicationsBased on the appropriateness of an individual work environment, a gritty person will likely become engaged and creative with task execution. Consequently, a person’s organizational fit will strongly interact with grit, work engagement, and creativity.Originality/valueWe shed light on the blended value of personal and organizational-level factors that positively affect creativity in the workplace. Specifically, grit being both a personal and organizational factor influences employee creativity via work engagement. This research explored the effect of work engagement as a mechanism that serves as a motivational feature enhancing creativity. We also simultaneously identify the moderation conditions of person-organization fit and feedback. The theoretical and practical implications of the findings are discussed in detail. The study makes a theoretical contribution through its assessment of the impact of grit on employee creativity. The trait activation theory portrays how grit can be expressed through feedback and person-organization fit. In terms of practice, grit can be an important consideration in hiring decisions, and feedback should be given to make the workplace more creative.

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Section: Reliability and Validity Analysismentioning

confidence: 99%

Understanding employee creativity from the perspectives of grit, work engagement, person organization fit, and feedback

Gonlepa

Dilawar²,

Amosun³

2023

Front. Psychol.

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“…To evaluate the hypotheses of this study, we adopted a quantitative analysis method. Considering that there are no secondary public data for our selected variables, such as enterprise team and operation mechanism, this study adopted the questionnaire survey technique to collect data which is a valid prior research practice (Li et al, 2021;Chew et al, 2022;Xiabao et al, 2022). Cross-sectional surveys in China have mainly necessitated the translation of the original (English) questionnaire to simplified Chinese or Mandarin to help participants fully grasp questions and provide answers that represent their experiences or phenomenon of their enterprises (Xiabao et al, 2022).…”

Section: Participants and Proceduresmentioning

confidence: 99%

“…Considering that there are no secondary public data for our selected variables, such as enterprise team and operation mechanism, this study adopted the questionnaire survey technique to collect data which is a valid prior research practice (Li et al, 2021;Chew et al, 2022;Xiabao et al, 2022). Cross-sectional surveys in China have mainly necessitated the translation of the original (English) questionnaire to simplified Chinese or Mandarin to help participants fully grasp questions and provide answers that represent their experiences or phenomenon of their enterprises (Xiabao et al, 2022). Borrowing insights from past approaches (Brislin, 1970), a team of bilingual translators performed a back-translation which consisted of an iterative procedure of repeated independent translation and back-translation and engaged different independent bilingual translators (Triandis and Brislin, 1984).…”

Section: Participants and Proceduresmentioning

confidence: 99%

“…Therefore, when the types of enterprises (high-tech and non-high-tech companies) are inconsistent, the impact on entrepreneurial direction is also different (Huang and Wang, 2013). We operationalized the control variables following extant studies (David et al, 1998;Zahra et al, 2000;Sinatoko Djibo et al, 2022;Xiabao et al, 2022). Accordingly, CEO gender was coded with 1 = representing male and 2 = representing female.…”

Section: Control Variablesmentioning

confidence: 99%

“…Accordingly, CEO gender was coded with 1 = representing male and 2 = representing female. Age was coded with values 1 to 4 (e.g., 1 = 25 and below; 2 = 26 to 35; 3 = 36 to 45; 4 = 46 and above; Xiabao et al, 2022). Past performance was operationalized as the 3-year average return on the enterprise assets or the net earnings divided by its assets (David et al, 1998;Zahra et al, 2000).…”

Section: Control Variablesmentioning

confidence: 99%

See 2 more Smart Citations

The necessity of others: Entrepreneurial self-efficacy, TMT collective efficacy, CEO-TMT interface, and entrepreneurial orientation

Peng

Xiaofan²,

Horsey³

2023

Front. Psychol.

Self Cite

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Entrepreneurial orientation is the key factor for enterprises to obtain competitive advantages in dynamic circumstances. Thus, prior studies established the effect of psychological factors, for instance, entrepreneurial self-efficacy on entrepreneurial orientation using social cognitive theory. However, prior studies presented two main opposite views consisting of a positive and negative relationship between entrepreneurial self-efficacy and entrepreneurial orientation as well as providing no alleyway to enrich this relationship. We join the conversation on the positive linkage and argue on the essence of exploring the black box mechanisms to strengthen enterprises’ entrepreneurial orientation. We employed the social cognitive theory and collected 220 valid responses from CEOs and TMTs from 10 enterprises in the high-tech industrial development zones of nine provinces in China to clarify the effect of top management team (TMT) collective efficacy, and CEO–TMT interface on the link between entrepreneurial self-efficacy and entrepreneurial orientation. Our findings show that entrepreneurial self-efficacy positively affects entrepreneurial orientation. In addition, we found that a higher level of TMT collective efficacy strengthens the positive relationship between entrepreneurial self-efficacy and entrepreneurial orientation. Moreover, we discovered differential moderating effects. First, CEO-TMT interface positively affects entrepreneurial orientation when it interacts with TMT collective efficacy and entrepreneurial self-efficacy. Second, CEO-TMT interface has a significant negative indirect effect on entrepreneurial orientation, when it only interacts with TMT collective efficacy. Our study enriches the entrepreneurial orientation literature by positioning TMT collective efficacy and CEO-TMT interface as social cognitive mechanisms underlying the development of entrepreneurial self-efficacy and entrepreneurial orientation nexus. Thus, we open a window of opportunities for CEOs and decision-makers to maintain a sustainable position in the market, grasping more opportunities in uncertain conditions via timely entries into new markets and maintaining pre-existing ones.

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Analyzing the effect of team exploratory and exploitative learning on Social entrepreneurship orientation

et al. 2023

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Developing Social Entrepreneurship Orientation: The Impact of Internal Work Locus of Control and Bricolage

Cited by 13 publications

References 99 publications

Understanding employee creativity from the perspectives of grit, work engagement, person organization fit, and feedback

Understanding employee creativity from the perspectives of grit, work engagement, person organization fit, and feedback

The necessity of others: Entrepreneurial self-efficacy, TMT collective efficacy, CEO-TMT interface, and entrepreneurial orientation

Analyzing the effect of team exploratory and exploitative learning on Social entrepreneurship orientation

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