Linking strategic improvisation and entrepreneurial self-efficacy to corporate entrepreneurship in Nigerian higher education institutions (HEIs)

Ibrahim, Najafi Auwalu; Mahmood, Rosli; Bakar, Muhammad Shukri

doi:10.5267/j.msl.2016.10.006

Cited by 13 publications

(9 citation statements)

References 31 publications

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“…Improvisation has a negative moderating effect on the relationship between self-efficacy and entrepreneurial intentions, although self-efficacy and improvisation partially contribute positively. This shows that in entrepreneurship, improvisation and self-efficacy are significantly related (Ibrahim, et al, 2016). Excessive improvisation can cause stress and psychological fatigue and high levels of self-efficacy can also increase psychological stress because students want to take on bigger and bigger challenges (Hmieleski & Corbett, 2008).…”

Section: The Effect Of Interaction Of Self-efficacy and Improvisation On Entrepreneurial Intention For Students Of The Faculty Of Economimentioning

confidence: 96%

Entrepreneurial Intention: The Moderating Role of Improvisation on Student Faculty of Economics, State University of Malang

Anggrianto¹,

Djatmika

Rahayu

2021

JBMR

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Scholars and students are believed to be capable of becoming educated entrepreneurs and opening job vacancies to overcome unemployment. This research was carried out to investigate the entrepreneurial intention of students of the Faculty of Economics, Universitas Negeri Malang, in which the entrepreneurial intention is the closest to the act of entrepreneurship. This research is a quantitative study using analysis techniques hierarchical regression. The results showed that entrepreneurial intention was influenced by self-efficacy and improvisation, while personality and subjective norms did not affect the entrepreneurial intention. The interaction relationship between self-efficacy and improvisation affected negatively on entrepreneurial intentions. Male students were found to have higher entrepreneurial intentions than women.

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Section: The Effect Of Interaction Of Self-efficacy and Improvisation On Entrepreneurial Intention For Students Of The Faculty Of Economimentioning

confidence: 96%

Entrepreneurial Intention: The Moderating Role of Improvisation on Student Faculty of Economics, State University of Malang

Anggrianto¹,

Djatmika

Rahayu

2021

JBMR

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“…In addition, those strategies are usually innovative and can solve every problem [28]. Environmental turbulence as a predictor of entrepreneurial improvisation has been taken under current consideration.…”

Section: Entrepreneurial Improvisationmentioning

confidence: 99%

An Empirical Investigation of Environmental Turbulence and Fear in Predicting Entrepreneurial Improvisation

Shabbir

Danish

Rehman

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

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This study is designed to test an empirical investigation of the environmental turbulence and fear in predicting entrepreneurial improvisation in small and medium enterprises (SMEs) in Pakistan. This research aims to analyze whether the emotional response of fear drives the decision-makers of SMEs towards the use of improvisation strategy in a turbulent environment in an uncertain business world or not. The target population for this study includes owners, managers, and directors of SMEs listed in the Chambers of Commerce of capital cities of Pakistan. Data were collected through a quantitative survey from 433 respondents by using the cluster sampling technique. Structural equation modeling (SEM) was used to test the hypotheses of the study and conduct path analysis. The findings of this study reveal that environmental turbulence leads the decision-makers towards the use of improvisation strategy by managing their emotions of fear rather than sticking to the plans in SMEs in Pakistan. Moreover, the emotional response of fear in entrepreneurs mediates the relationship between environmental turbulence and entrepreneurial improvisation in SMEs in Pakistan. This study contributes to the field of SMEs by suggesting that entrepreneurs can compete in the frequently changing business world through improvisation. This study helps the Small and Medium Enterprises Development Authority (SMEDA) to understand the importance of entrepreneurial improvisation during uncertainties in the complex business environment, which leads the organization towards innovation.

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“…The third role stated by Teece (2016) is "operational role". However, since it is concerned with control of resources, problem solving, and predicting results (Teece, 2016), it resembles the role of "Strategic Improvisation (SI)" which stands on managers' ability to respond to unforeseen circumstances intelligently and effectively; corresponding to limited time and resources in order to solve a problem or utilize an opportunity beyond routines (Ibrahim et al, 2016). Moreover, Teece (2012Teece ( :p.1395 states "within a dynamic enterprise that seeks CA, there is an important role for manager need to be filled and related to generis strategic acts that neither stem from routines, nor give rise to new routines".…”

Section: Figure-2 Behavioral Framework Modelmentioning

confidence: 99%

Revisiting the Challenges Affecting SMEs Through Behavioral Approach

Shekar¹,

Hasan²,

Mubarak³

2021

IJARBSS

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The main aim of this study is to investigate the key challenges affecting small and medium enterprises (SMEs). Simultaneously, it would also discuss the background of those challenges, as well as recognizing the challenges that could be controlled by SMEs, and to propose a model. The paper is exploratory in nature and stands on secondary sources. The data are inclusive of scholarly and publicly sources. The data analysis is built on critical content analysis and theming process. Three figures are presented to demonstrate the methodology of study, the suggested model, and the linkage between the findings of study with the corresponding proposed constructs. The study recognizes six internal and external challenges that affect the SMEs. Resources management, entrepreneurial behavior, SMEs capabilities, problem solving and decision making, as well as leadership are the internal factors. The complexity of the business environment and social influence are external factors. It is found that SMEs organizational behavior is the principal domain behind these challenges. The study suggests practitioners should follow specific behavioral strategies such as entrepreneurial management (EM), transformational leadership (TL), strategic improvisation (SI), and dynamic capabilities (DCs) to overcome the different challenges and scale up their positions. As for the promoters, stimulating entrepreneurship among people and revising the training courses should be conducted to cope with market needs.

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Linking strategic improvisation and entrepreneurial self-efficacy to corporate entrepreneurship in Nigerian higher education institutions (HEIs)

Cited by 13 publications

References 31 publications

Entrepreneurial Intention: The Moderating Role of Improvisation on Student Faculty of Economics, State University of Malang

Entrepreneurial Intention: The Moderating Role of Improvisation on Student Faculty of Economics, State University of Malang

An Empirical Investigation of Environmental Turbulence and Fear in Predicting Entrepreneurial Improvisation

Revisiting the Challenges Affecting SMEs Through Behavioral Approach

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