Psychological Ownership, Job Satisfaction, and Middle Manager Entrepreneurial Behavior

Abstract

Further information on publisher's website:http://dx

Contextual Determinants of Employee Entrepreneurial Behavior in Support of Corporate Entrepreneurship: A Systematic Review and Research Agenda

“…Research has shown that management hierarchies cannot be assumed to perform homogenous functions (Hornsby et al, 2009;Mustafa, Martin and Hughes, 2016). For example, King, Fowler, and Zeithaml (2001) identified that middle-managers tend to reconcile top management's perspectives with the implementation issues that appear at lower management levels.…”

Does decision-making style predict managers’ entrepreneurial intentions?

“…Authors have proposed a managercentered model of corporate entrepreneurship process suggesting that entrepreneurial behavior of managers has two stimuli: the external transformational triggers and organizational antecedents. Aside from comprehensive models, several models of factors affecting the manager's entrepreneurial behavior focus on middle-level managers (Hornsby, et al, 2002;Kuratko, et al, 2005b;Mustafa, et al, 2016). Fayolle and Liñán (2014) consider entrepreneurial intention a consolidated area of research within the field of entrepreneurship.…”

Authentic Leadership, Emotional Exhaustion and Job Satisfaction in Nigerian Hospitality Industry: the mediating Role of Psychological Ownership

“…Job satisfaction is defined as employees' attitudinal evaluative judgment of their job experiences (Mustafa, Martin, & Hughes, 2016), it also expresses their affective reaction (Wong & Laschinger, 2012) to their job. Leadership, especially transformational style has been found to significantly influence employees' affective reaction towards their jobs (Braun, Peus, Weisweiler, & Frey, 2013).…”

“…When an employee feels that his or her opinion counts, he or she will not only be physically present at work but psychologically attached to the organization as well (Mustafa et al, 2016; Song Lin, Lamond, Pan, Qin, & Gao, 2014). When front line workers are positively attached, they express deep acting rather than surface acting (Grandey, 2003), increased service quality as seen in positive emotions such as greeting, eye contact, warm smile (Tan, Der Foo & Kwek, 2004).…”