What about the employees in entrepreneurial firms? A multi-level analysis of the relationship between entrepreneurial orientation, role ambiguity, and social support

Andersén, Jim

doi:10.1177/0266242617690797

Cited by 30 publications

(38 citation statements)

References 154 publications

(294 reference statements)

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“…The cross-level interaction of management position and HPWS on AC is significant (β = 0.47, P < 0.05). Following the recommendation by Dawson (2014) and Dawson and Richter (2006), the nature of this interaction effect is illustrated in Figure 1. Moreover, cross-level studies examining two-way interaction generally illustrate the relationship graphically in order to show the nature of the interaction effects (see, for example, Andersén, 2017;García-Chas et al, 2016;Kauppila, 2014). The figure shows the separate regression lines for managers and for subordinates.…”

Section: Resultsmentioning

confidence: 99%

“…Because this study uses hierarchical linear model analysis, the number of firm-level observations is limited to 26. This rules out any traditional reliability and validity analysis, making it important to ensure that the variable used is established and corresponds to the values with studies using larger sample sizes (Andersén, 2017;Kauppila, 2014). Cronbach's alpha for HPWS was 0.84 and the mean score Control variables.…”

Section: Methodsmentioning

confidence: 99%

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Are high-performance work systems (HPWS) appreciated by everyone? The role of management position and gender on the relationship between HPWS and affective commitment

Andersén

2019

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Are high-performance work systems (HPWS) appreciated by everyone?: The role of management position and gender on the relationship between HPWS and affective commitment Employee relations, 41(5): Access to the published version may require subscription. N.B. When citing this work, cite the original published paper. Permanent link to this version: http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-16284 Are high-performance work systems (HPWS) appreciated by everyone? The role of management position and gender on the relationship between HPWS and affective commitment Abstract Purpose: Although most studies on HPWS focus on various firm-level outcomes, there has been an increasing interest in how employees are affected by HPWS. However, most of these studies use social exchange theory and, based on an idea of reciprocal exchange, implicitly assume that all employees become more affectively committed to organizations using HPWS. Based on social identity theory, we argue that management position and gender likely influence how individuals respond to HPWS. Thus, the aim of this study is to examine how HPWS affects affective commitment among managers, subordinates, men, and women. Design/methodology/approach: Hierarchical linear model analysis of 356 employees in 26 Swedish small and medium-sized manufacturing companies. Findings: In the sample examined, managers and women show increased affective commitment in organizations using HPWS. For men with non-managerial positions, the results indicate a reversed relationship, i.e. HPWS could actually reduce affective commitment. Originality/value: The findings indicate the need to consider individual differences when examining the effect of HPWS, and highlight the usefulness of relational-oriented theories when studying the employee outcomes of HRM systems.

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Section: Resultsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Are high-performance work systems (HPWS) appreciated by everyone? The role of management position and gender on the relationship between HPWS and affective commitment

Andersén

2019

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“…Employees pay less attention to competition in the workplace and more to collaborative at work on joint goals or objectives and also a social commitment to each other is increased as a result of decision-making involvement (Nadeem, 2012). The involvement of employees often brings about a positive impact on the organisation in the area of maximising profit and growth (Andersén, 2017;Wach et al, 2016). Staff turnover can be a significant risk for SMEs.…”

Section: Employees In Decision-making Of Smesmentioning

confidence: 99%

“…There are poor strategic plans for the development of the enterprise due to the lack of managerial skills of the entrepreneurs, especially in the field of business risk management (Hudakova et al, 2018;Belas et al, 2018, Kljucnikov et al, 2016Kozubíková et al, 2015) are among them. There is also highly volatile working capital and difficulty accessing finance (Rahman et al, 2018;2017), some barriers for innovations (Hvolkova et al, 2019). They use archaic technology and depend on manual labor, and they mostly resort to unpaid labor (Priem et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Selected Factors of SMEs Management in the Service Sector

Belás

Amoah

Petráková

et al. 2020

JoTS

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The article aims to compare important management factors between SMEs in the service sector and SMEs in other entrepreneurship sectors. The study was realized in the Czech Republic and the Slovak republic over SMEs in the service sector and other sectors in 2019-2020. The data were collected from the owners or top-level managers; the total sample used in the study was 822 SMEs. The questionnaire was constructed in an online version and was fulfilled by 240 SMEs in the service sector and 582 other companies in the Czech or Slovak republic. The research hypotheses were evaluated by basic statistics tools: contingency tables, Z-score, and Chi-square test. The results showed that there are significant differences in the agreed attitudes to the statement: "I manage the company for more than 8 hours a day" between the Czech (62%) and Slovak (71%) respondents in the service business sector. Neither nationality nor the business sector is essential determinants in the perception of human capital as the most critical element in the company (8 out of 10 respondents) and the fact that the owner (manager) of the company should regularly evaluate the performance of its subordinates and motivate them to innovate in work processes. The results are interesting for the entrepreneurs themselves and for entities and organizations that help SMEs' business activities in selected countries, respectively, for economic policymakers.

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“…As a result of taking innovative actions, a new or upgraded product, service or technological process is created. As a consequence, it contributes to the situation where the innovative entity acquires productivity and efficiency which is higher in comparison with the remaining companies (Andersén, 2017;Khedhaouria, Gurău, & Torrès, 2015). It also contributes to better financial results and increase in market share.…”

Section: Literature Reviewmentioning

confidence: 99%

Entrepreneurial orientation of startups: Research results

Korpysa

2019

IER

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The main purpose of the paper is to establish which elements of entrepreneurial orientation (EO) have the biggest influence on the activities of Polish start-ups. Research Design & Methods: The diagnosis was based on an analysis of individual components of entrepreneurial orientation and presentation of the results of research carried out by the author among 382 start-ups in Poland. Findings: The research provide that, innovative activity of companies and exploring new market opportunities and possibilities by start-ups were important factors conditioning the operations and development of the companies studied. It is advisable to deepen the current theory of entrepreneurship orientation in relation to start-ups, understood as young innovative companies. Contribution & Value Added: The theoretical-empirical deliberations presented in the article may be a valuable source of information within the scope of the influence the particular elements of entrepreneurial orientation have on start-ups. However, for entrepreneurs they may be an impulse in the field of effective use of the elements of EO in the process of building competitiveness of young companies in Poland which is reflected in particular pillars of EO. Article type: research paper

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What about the employees in entrepreneurial firms? A multi-level analysis of the relationship between entrepreneurial orientation, role ambiguity, and social support

Cited by 30 publications

References 154 publications

Are high-performance work systems (HPWS) appreciated by everyone? The role of management position and gender on the relationship between HPWS and affective commitment

Are high-performance work systems (HPWS) appreciated by everyone? The role of management position and gender on the relationship between HPWS and affective commitment

Selected Factors of SMEs Management in the Service Sector

Entrepreneurial orientation of startups: Research results

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