Factors Affecting Entrepreneurial Behavior Among Employees in Organizations: Mediating Role of Affective Commitment

Haq, Muhammad Anwar ul; Yan, Jiahui; Usman, Muhammad; Khalid, Shaista

doi:10.1142/s0218495818500139

Cited by 7 publications

(4 citation statements)

References 77 publications

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“…Organisational architecture, leadership and job design might play as subjective norms or institutional factors, are found to influence intrapreneurial behaviour (Chakrabarty, 2020; Fisher et al , 2020; Karatepe et al , 2020; Moghaddas et al , 2020; Turro et al , 2020). Employee attitude related to intrapreneurship such as job satisfaction, career goals at the company and motivations (income and independence) influences intrapreneurial behaviour (Antoncic and Antoncic, 2011; de Correia et al , 2019; Douglas and Fitzsimmons, 2013; Farrukh et al , 2017; Valsania et al , 2016; ul Haq et al , 2018). Workplace happiness, workplace spirituality and perceived organisation support are found to influence employee innovative behaviour in the hospitality firms (Bani-Melhem et al , 2018).…”

Section: Discussionmentioning

confidence: 99%

Origins and consequences of intrapreneurship with behaviour-based approach among employees in the hospitality industry

Phu

Luu

2020

IJCHM

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Purpose This paper aims to assess an integrative model of origins and sequences of employee intrapreneurial behaviour in hospitality companies. Design/methodology/approach The research sample comprises 321 frontline employees in four-star to five-star hotels in Ho Chi Minh City of Vietnam, using a structural equation model (SEM). Findings The paper shows that employee behavioural factors (subjective norms, attitude towards intrapreneurship and perceived behavioural control) and perception of firm entrepreneurial orientation dimensions (innovativeness, proactiveness and risk-taking) have a significant impact on the two intrapreneurship activities of employee strategic renewal behaviour and venture behaviour, which in turn, beneficial impact firm performance. The influence of demographic variables is also assessed in the research model, and education level, income level and management level are found to be prestigious. Practical implications Hospitality firms need to establish the architecture and system related to entrepreneurship orientation and organisational climate. Additionally, there is a need for providing resources and knowledge, thereof, could provide support employees in appreciation of corporate entrepreneurship and authorisation to conduct intrapreneurial behaviour. Originality/value The findings grant influencing mechanisms of employee individuality and dimensions of entrepreneurial orientation on firm performance through employee strategic renewal behaviour and venture behaviour within the hospitality firms.

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Section: Discussionmentioning

confidence: 99%

Origins and consequences of intrapreneurship with behaviour-based approach among employees in the hospitality industry

Phu

Luu

2020

IJCHM

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“…Most research on organizational commitment has otherwise assumed it as a dependent or independent variable influencing work outcomes such as turnover antecedent variables and role conflict respectively (Cohen, 2017;Kim & Kim, 2018;Labrague et al, 2018). Furthermore, Iverson, McLeod, and Erwin (1996) opine in the work of ul Haq, Jingdong, Usman, and Khalid (2018) that the importance of organizational commitment stems from its impact as a "key mediating construct in determining organizational outcomes". Fast forward, Alansaari, Yusoff, and Ismail (2019) postulates that employee performance correlates and predictive by organizational commitment.…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Organizational Climate and Employee Performance: Examining the Mediating Role of Organizational Commitment and Moderating Role of Perceived Organizational Support

Obeng

Quansah²,

Cobbinah³

et al. 2020

IJHRS

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Engaging employees and being supportive in enhancing their well-being in an organization is very paramount. Past studies show that these practices and policies are beneficial to the commitment level of the employer and the employee in the attainment of employee performance. This study was then conceptualized to examine the moderating effect of perceived organizational support on the relationships between organizational climate and organizational commitment and organizational commitment and employee performance. Also, the mediating effect of organizational commitment in the relationship between organizational climate and employee performance. Drawing on employees from the power generation companies in Ghana, a systematic sampling method was employed in choosing 371 respondents for the study. Hierarchical regression in SPSS software (version 23) was employed to analyze the hypotheses. It was observed that organizational commitment partially mediated the relationship between organizational climate and employee performance. However, perceived organizational support had no moderation effect on the relationship between organizational climate and organizational commitment. Furthermore, perceived organizational support had no moderation effect on the relationship between organizational commitment and employee performance. These results suggest that with an effective organizational climate, organizational support does little to strengthen or weaken employee performance. The practical implication is also discussed.

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“…Managers are constantly seeking ways of changing the behavior of employees to enable and sustain entrepreneurship and innovation in established organizations. It is not the organization that innovates, takes risks and is proactive; it is the individual entrepreneurs who innovate, take risks and are proactive within an established organization (Marvel et al , 2007; De Jong et al , 2015; Fayolle, 2017; Haq et al , 2018; Mustafa et al , 2016).…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

Workplace spirituality and entrepreneurial behavior among employees in organizations: the role of psychological ownership

Delle

Segaro

2023

JEC

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Purpose This study aims to understand the mechanisms through which workplace spirituality affects employees’ entrepreneurial behavior. It proposes and tests a mediation model in which psychological ownership (PO), a feeling of ownership regardless of legal ownership, mediates the relationship between workplace spirituality and employees’ entrepreneurial behavior. Design/methodology/approach An empirical analysis was conducted with survey data collected from 351 postgraduate students who were also currently working. Structural equation modeling was applied to test the study hypotheses using Mplus software. Findings Workplace spirituality is associated with employees’ entrepreneurial behavior, and PO fully mediates this relationship. The findings highlight that PO is the missing link that connects workplace spirituality and employees’ entrepreneurial behavior. Practical implications This study offers organizations a new insight by showing that PO plays a key role in contributing to the entrepreneurial behavior of employees who consider themselves spiritual. Originality/value The mechanism for the relationship between workplace spirituality and employees’ entrepreneurial behavior is explained.

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Factors Affecting Entrepreneurial Behavior Among Employees in Organizations: Mediating Role of Affective Commitment

Cited by 7 publications

References 77 publications

Origins and consequences of intrapreneurship with behaviour-based approach among employees in the hospitality industry

Origins and consequences of intrapreneurship with behaviour-based approach among employees in the hospitality industry

Organizational Climate and Employee Performance: Examining the Mediating Role of Organizational Commitment and Moderating Role of Perceived Organizational Support

Workplace spirituality and entrepreneurial behavior among employees in organizations: the role of psychological ownership

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