The Influence Of Market Orientation, Flexibility And Job Satisfaction On Corporate Entrepreneurship

Bishop

Administrative Sciences

et al. 2021

It is well-known that entrepreneurs lead extremely busy lives. While research literature reports the stressors of entrepreneurial careers, few empirical studies have examined the actual management of the demands that entrepreneurs face in their daily lives. In this paper, we conducted a study of 472 small business owners and tested hypotheses on the roles of three self-management practices—exercise, work overload, and attention to detail—on stress, security, and job satisfaction. Exercise, work overload, and attention to detail serve as three important self-management practices that are largely under the decision-making of the individual entrepreneur.

Section: Entrepreneurial Psychological Statesmentioning

confidence: 99%

The Impact of Self-Management Practices on Entrepreneurial Psychological States

Bishop

Administrative Sciences

et al. 2021

“…Örgütsel esneklik ise; kurumların politikalarında ve stratejilerinde, yönetsel işlemlerde, iş prosedürlerinde ve örgütsel yapılarında değişiklikler yaparak kurumların çevrelerinde yaşanan değişimlere doğru zamanda uygun cevaplar vermeleri olarak tanımlanmaktadır (Adonisi & van Wyk, 2012;Skorstad & Ramsdal, 2009 Strateji Esnekliği, kurumların çevrelerindeki ve rakiplerindeki değişikliklere göre örgütsel stratejilerin değişimi ve yenilenmesi olarak tanımlanmaktadır. Yönetsel Esneklik, örgütsel amaçlara daha hızlı ulaşmak için yönetim stillerinde yapılan çabuk değişiklikler ve bu değişikler aracılığıyla örgütsel esnekliğin diğer boyutlarını etkilemedir.…”

Section: Türkçe Sürüm Girişunclassified

“…Organizational flexibility is defined as the ability of organizations to give proper responses at the right time to changes in their environment by altering their policies and strategies, managerial operations and work procedures, and organizational structures (Adonisi & van Wyk, 2012;Skorstad & Ramsdal, 2009). Ceylan (2001, pp.…”

Section: Introductionmentioning

confidence: 99%

Organizational flexibility of Turkish universities: Evaluations in the institutional reports of European University Association

Uslu

2017

Pegegog

The purpose of this research is to examine the level of organizational flexibility in Turkish universities. The institutional evaluation reports of the European University Association (EUA) related to Turkish universities were used as the data sources. The EUA's reports of 14 universities were selected by taking the locations and dates of their reports into consideration. The research was then designed in a case study pattern, as a qualitative inquiry. During the analysis of the EUA's reports, descriptive thematic analysis was carried out. According to the findings, it can be said that the general level of organizational flexibility in Turkish public universities is not high, as in their institutional autonomy level calculated by the EUA. It seems that financial autonomy initiates the formation of strategy flexibility in universities, and conformable rules and regulations of national higher education provide room to universities for precept and managerial flexibility. The stronger organizational flexibility will then provide a greater university autonomy in terms of financial, managerial, employment, and academic autonomy. Based on these results, several recommendations are proposed to higher education policy makers, as well as to university managers in Turkey.

Jnl Euro Industrial Training

“…Totally consequence of intrapreneurship can be measured in terms of economic profit (Schumpeter, 1934, 1975; Zahra, 1995), product innovation (Morris et al , 2009; Jennings and Young, 1990), new venture growth (Morris et al , 2009; Baum and Wally, 2003), concern for public welfare and social legitimacy (Pfeffer, 1994), personal satisfaction (Miner, 1997; Lumpkin and Dess 2005), commitment of organizational members (Lumpkin and Dess, 2005; Mullins et al , 2001)), new products, services, processes or business development (Hough and Scheepers, 2008; Morris et al , 2009; Hayton, 2005), organization's performance (Zahra, 1991, 1995; Heinonen, 1999, Antoncic and Hisrich, 2001), new business model and new market(Morris et al , 2009; Adonisi, 2003)…”

Section: Outcomes Of Modelmentioning

confidence: 99%

A conceptual model of intrapreneurship in the Iranian agricultural extension organization

Karimi

Malekmohamadi

Daryani

et al. 2011

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This study seeks to build a conceptual model of agricultural extension intrapreneurship that discusses the concept and phenomenon of intrapreneurship as well as its prerequisites and outcomes. The proposed model is intended to depict the main factors that affect the phenomena of intrapreneurship within the agricultural extension organizations and the impact of intrapreneurship on agricultural extension organizational outcomes, as well as factors influencing its continuous outcomes. Design/methodology/approach -The paper identifies and describes the existence and past literature on prerequisites, phenomena and outcomes of intrapreneurship in organizations as a basis for analysis and developing an appropriate model of agricultural extension intrapreneurship. This is a conceptual paper selecting targeted scholarly works that provide support for the proposed model. Findings -The paper presents a model of Iranian agricultural extension in which the organizational, behavioral and environmental factors influence intrapreneurship and the construct of intrapreneurship influences organizational outcomes. The paper provides a comprehensive analysis that develops an existing model for a systematic approach to the agricultural extension intrapreneurial process. The proposed model of agricultural extension intrapreneurship joins a growing number of works that explore how intrapreneurship contributes to organizational outcomes in an Iranian agricultural extension organization. It is suggested that the framework may help scholars identify potential strategies of intrapreneurial activity that could help extension organization position intrapreneurship as a vehicle for improving organizational outcomes. Originality/value -Based on this exploration, new insights about agricultural extension intrapreneurship are developed, practical implications for agricultural extension intrapreneurs on how to approach agricultural extension entrepreneurship more systematically and effectively are presented and opportunities for further research are identified.