The Journey to Transformational Entrepreneurship

Maas, Gideon; Jones, Paul; Lockyer, Joan

doi:10.1007/978-3-030-11524-1_1

Cited by 33 publications

(44 citation statements)

References 7 publications

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“…Measure for each variable was adapted from literature of respective variable. Measure for transformational entrepreneurship variable was adapted from Maas et al, (2019), Marmer (2012), Schoar (2010), and Virmani and Lepineux (2016). Measure for readiness for change variable was adapted from Armenakis et al, (1993).…”

Section: Methodsmentioning

confidence: 99%

“…Weber (2017) found a positive relationship between financial performance and sustainability performance. With a more balance between both performances, company's success can be cascaded to the prosperity of the society (Maas, Jones & Lockyer, 2019). A prosper society will be potential consumers to back the company's growth.…”

Section: Sustainability and Transformational Entrepreneurshipmentioning

confidence: 99%

“…Transformational entrepreneurship came into consideration when there is a need for individuals, communities and institutions to interact and collaborate for taking advantage of the existing opportunities and reaching a broader scale (Maas et al, 2019;Schoar, 2010). Transformational entrepreneurship develops entrepreneurial activities that bring major changes in market and industry as well as in social and cultural life (Marmer, 2012).…”

Section: Sustainability and Transformational Entrepreneurshipmentioning

confidence: 99%

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The Role of Transformational Entrepreneurship, Readiness to Change and Counterproductive Work Behavior in Enhancing Employee Performance

et al. 2021

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Background and Purpose: The company sustainability balancing economic with social impact to coexist whilst the transformation entrepreneurship create the coexist. The purpose of this research is to better understand the consequences of transformational entrepreneurship, in terms of increasing organizational readiness for change, minimizing counterproductive work behavior and enhancing employee performance. In addition, this paper aims to comprehend the extent to which organizational readiness for change and counterproductive work behavior affect employee performance. Methodology: The data were collected via a survey of 257 branches of a state-owned bank. The structural equation model (SEM) was used to test the proposed model. Findings: Transformational entrepreneurship positively and significantly affect organizational readiness for change and employee performance, and negatively and significantly affect counterproductive work behavior. Moreover, the result demonstrated a significantly positive effect of organizational readiness for change on employee performance, and demonstrated a significantly negative effect of counterproductive work behavior on employee performance. Conclusion: Point of this study is the effectiveness of transformational entrepreneurship in directly affecting employees’ performance. However, the effect transformational entrepreneurship has on readiness for change and counterproductive work behavior adds its impact on employees’ performance and based on the direct effect, readiness for comes up much more impactful than the other two. It implies how volatile and dynamics the work (internal and external) situations that having employees ready for change can help them cope with such volatility and dynamics to reach better performance.

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Section: Methodsmentioning

confidence: 99%

Section: Sustainability and Transformational Entrepreneurshipmentioning

confidence: 99%

Section: Sustainability and Transformational Entrepreneurshipmentioning

confidence: 99%

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The Role of Transformational Entrepreneurship, Readiness to Change and Counterproductive Work Behavior in Enhancing Employee Performance

et al. 2021

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“…We collected data using a structured questionnaire adapted from previous research: Maas et al . (2019) , Marmer, M. (2012), Schoar (2010) , and Virmani and Lepineux (2016) .…”

Section: Methodsmentioning

confidence: 99%

“…The concept of transformational entrepreneurship has been introduced, going beyond just combining transformational leadership and entrepreneurship. It encourages entrepreneurial progress by combining individuals, communities, and institutions that interact and collaborate to take advantage of current opportunities on a broader scale ( Maas, et al , 2019 ; Schoar, 2010 ). Moreover, transformational entrepreneurship encourages entrepreneurial activities that bring major changes in the market and industry, as well as in social and cultural life ( Marmer, 2012 ).…”

Section: Introductionmentioning

confidence: 99%

Transformational entrepreneurship and its effect on readiness for change, psychological capital, and employee performance: evidence from an Indonesian bank

et al. 2021

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Continuing failures of financial capitalism across borders have led corporation to develop a more balanced economic growth model of transformational entrepreneurship that emphasises both short-term economic and longer-term social impacts. The model encourages entrepreneurial activities that bring major changes in the related markets and industries, as well as changes in society and culture. At the corporate level, transformational entrepreneurship prepares employees for any potential changes induced by a dynamic environment; it also improves the psychological capital of individual employees, and effective transformational entrepreneurship can eventually accelerate performance. The purpose of this study is to investigate (1) the direct and indirect effects of transformational entrepreneurship on readiness for change, psychological capital and employee performance, and (2) how the effects to readiness for change and psychological capital influence employee performance. The study data were collected using questionnaires completed by employees in 257 branches of a state-owned bank with locations throughout Indonesia. The data were analysed using the structural equation model. The results show that transformational entrepreneurship significantly and positively influences readiness for change, psychological capital, and employee performance and that readiness for change and psychological capital significantly and positively influences employee performance. Additionally, the effect of transformational entrepreneurship on employee performance is more significant if it is related to psychological capital than to readiness for change or to aspects of employee performance unrelated to transformational entrepreneurship. These findings enrich our understanding of transformational entrepreneurship and its value related to the direct and indirect effects on variables such as readiness for change, psychological capital and employee performance.

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Digital platforms and transformational entrepreneurship during the COVID-19 crisis

Ratten

2023

International Journal of Information Management

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The Journey to Transformational Entrepreneurship

Cited by 33 publications

References 7 publications

The Role of Transformational Entrepreneurship, Readiness to Change and Counterproductive Work Behavior in Enhancing Employee Performance

The Role of Transformational Entrepreneurship, Readiness to Change and Counterproductive Work Behavior in Enhancing Employee Performance

Transformational entrepreneurship and its effect on readiness for change, psychological capital, and employee performance: evidence from an Indonesian bank

Digital platforms and transformational entrepreneurship during the COVID-19 crisis

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