Purpose The purpose of this paper is to determine the differences in the values and behaviours of employees and entrepreneurs and to develop guidelines for employers to foster entrepreneurial thinking in their organisations. Design/methodology/approach To determine individual behaviours, the authors used the career adaptability scale developed by Savickas and Porfelli (2012), complemented with the statements regarding relationships in the workplace and reward, designed by Gattiker and Larwood (1986). The individual values were evaluated by Schwartz’s individual value framework. The career success of individuals was defined by income level and job satisfaction. Data from a sample of 473 respondents were analysed using structural equation modelling. Findings This paper reveals that there are differences in the behaviours and the values of employees and entrepreneurs. Employees are more concerned with relationships at the workplace, rewards and confidence, whereas entrepreneurs focus solely on relationships. Self-direction value has a direct positive impact. Universalism, conformism, achievement, stimulation and safety have indirect positive effects on career success for employees. There is no specific individual value driving career success for entrepreneurs. Originality/value This paper follows the recent trends in organisational culture development whereby organisations seek to incorporate the entrepreneurial mindset at all levels of the organisation. Until now, there has been scarce empirical evidence on the differences between entrepreneurial and employee values. This research provides evidence that the value gap between these two distinct groups is considerable enough to question the ability of the average employee to adopt the entrepreneurial behaviour required by modern organisations.

The implementations of Enterprise Resource Planning (ERP) systems have increased rapidly worldwide over the last two decades. ERP projects are long lasting and complex activities, influencing the main internal and external operations of organizations. As companies spend an immense investment on these projects, in the beginning managers are focusing on the most common success factors to reach the main goal of a proper implementation. For evaluating ERP projects in retrospective, an applicable measurement of the whole implementation and its economic effects is essential. This research paper evaluates the most prominent ERP project success models mentioned in scientific literature and gives an overview of the different approaches. It explores the best fitting model for measuring ERP project success and based on that analysis, the authors created a new model using empirical data. The study was performed on a sample of medium-sized companies located in Austria and Germany, which implemented ERP software between 2011 and 2013. Based on a newly developed questionnaire completed by over 300 companies' CEOs, factor analysis of the data shows a reduction of dimensions for ERP project success measurement. It indicates that characteristics of success factors can be summoned up to 5 different dimensions, namely project management, user satisfaction, time and budget, ERP system quality and economic value. The results show that some of the dimensions suggested by other authors are coherent and redundant, and, therefore, an extra measurement of these aspects is misleading. The study is designed to make a contribution to management science literature from the perspective of project management requiring effective success evaluation instruments.

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Subjective career success describes an individual’s satisfaction with his/her professional life. We propose a novel model for evaluating the universal personal values as well as the behavioral and socio-demographic factors that lead to subjective career success. Data was collected from employees of organizations across 20 different industries in Latvia (with a sample size of N = 348). This study reveals that the personal values that have the most significant influence on a subjective career are self-direction and power. Behavioral factors explained nearly 30% of the variance, revealing that the most important career behaviors that lead to subjective career success are control and confidence behaviors as well as attitudes toward rewards and relationships. Curiosity behaviors and education levels had negative impact on subjective career success, and previous experience in managerial positions had the most significant positive impact on the subjective career success of the respondent included in the sample. The respondents’ genders had no impact on subjective career success. The results of the study are applicable to both organizations and their human resource departments as well as individuals who aim at advancing their careers. For individuals, there is an important message to be had that, by practicing pro-active career behaviors, they can possibly compensate for some lack of education or previous managerial experience. On the organizational side, it is important to understand what personal, behavioral, and socio-demographic factors lead to the positive perception of a career path, as it would increase one’s organizational commitment and drive him/her toward reaching their organizational goals.

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