Strategic Entrepreneurship Mindset, Strategic Entrepreneurship Leadership, and Entrepreneurial Value Creation of SMEs in East Java, Indonesia: A Strategic Entrepreneurship Perspective

In this study, we investigated the effect of entrepreneurial competencies (ECs) on entrepreneurial mindset (EM), entrepreneurial intention (EI), and entrepreneurial motives (EMTs) among female Saudi Arabian university students. We applied a quantitative approach and collected the data through a survey questionnaire by using convenience sampling to trace the respondents. Finally, the results of this study were based on 388 samples. By using a structural equation model (SEM), the findings demonstrate that ECs have positive and significant effects on EM, EI, and EMTs. In addition, there are positive and significant relationships between EM and EI as well as between EMTs and EI. Finally, EM and EMTs mediate the connection between ECs and EI. The findings of this study could support policymakers at different levels in developing their financial models, plans, and suggestions for entrepreneurial development. In addition, the findings should inspire well motivated people to engage in entrepreneurial activities and to aspire to become entrepreneurs. Finally, the originality and value of this research contribute to the existing literature, by demonstrating among Saudi Arabian female university students, the effects of ECs on EM, EI, and EMTs.

Section: Methodsmentioning

confidence: 99%

“…It shows an individual's interest, motivation, and inspiration to be involved in an entrepreneurial activity, a new business, and to create a new venture [132][133][134]. We used four items, adapted from [132][133][134][135], to measure EM. A sample item is: "I am interested in entrepreneurial activities".…”

Section: Methodsmentioning

confidence: 99%

Developing Female Sustainable Entrepreneurial Intentions through an Entrepreneurial Mindset and Motives

Abdelwahed

Alshaikhmubarak

2023

“…This implies that SE entails efforts designed to capitalise on the available advantages within the organisation; in addition, it also creates new prospects that will sustain an organisation's potential to generate value over time. SE can add value to firms by producing more precisely and efficiently, resulting in responsive and adaptable goods and services, thereby making them more sustainable [14]. Kuratko and Morris [15] explain the various domains of SE and the forms that it can take.…”

Section: Introductionmentioning

confidence: 99%

Analysing the Barriers of Strategic Entrepreneurship: A DEMATEL Approach

Khan,

Fatma,

Ali

et al. 2024

Entrepreneurship research has developed in the last twenty years and now the focus is on Strategic Entrepreneurship (SE). SE can provide the sustainable growth of an organisation and increase its competitiveness globally. Despite these advantages, developing countries cannot reap the benefits of SE due to various barriers. Therefore, this study aims to identify and model the barriers of SE to the development of organisational management. Initially, the barriers of SE are identified through a literature review and further validated with a domain expert. The causal relationship among the barriers is modelled using the decision-making trial and evaluation laboratory (DEMATEL) method. The result suggests that low awareness of SE, risk aversion, and low financial support are the major barriers in the development of SE that need to be mitigated. Further, this analysis also categorises these barriers into a cause-and-effect group. Six barriers belong to the cause group and the remaining four are part of the effect group. Knowledge of the barriers is helpful for policymakers to design development strategies and helps business development managers in the successive planning of the organisation. The understanding of the interrelationship among the barriers will help the organisation to remove these barriers in an optimal manner. The findings of the study will be helpful for top management and strategic planners to advance design thinking and strategic planning. The contribution of this research lies in the identification of barriers to SE and their causal relationships, which have been scarcely examined in the existing literature.

“…SE reflects a firm's ability to reconfigure strategies to achieve long-term growth and a sustainable advantage [15]. There are two main components of SE, namely an exploration strategy and an exploitation strategy [16].…”

Section: Introductionmentioning

confidence: 99%

Strategic Entrepreneurship and Sustainable Supply Chain Innovation from the Perspective of Collaborative Advantage

Xin,

Zhang,

Zhang

et al. 2023

This study aims to investigate the mechanisms by which firms’ strategic entrepreneurship (SE) impacts the achievement of their collaborative advantage (CA) for sustainable supply chain innovation. It includes a comprehensive analysis of the direct effect of SE on CA, the contingent effects of organizational structure and collaborative networks on this impact and the interaction effect of exploration and exploitation strategies under SE. An integrated conceptual model is proposed and the hypotheses are tested by structural equation modeling (SEM) using survey data from 432 manufacturing firms in China. The results confirm the positive impact of SE on CA, which is moderated differently by decentralized, formalized and specialized organizational structures. Meanwhile, vertical and horizontal collaborations lead to different types of advantages, and firms need to balance exploration and exploitation strategies across functional domains to achieve strategic ambidexterity, which further improves CA and facilitates sustainable supply chain innovation. Theoretically, this study is original in applying SE to the collaborative advantage in a supply chain context, while taking into account the high complexity of supply chain collaboration with a contingency approach. Practically, this study provides important managerial implications and specific recommendations for different firms to achieve sustainability in supply chain collaboration and innovation.