Purpose The purpose of this study is to propose and test predictors of millennials’ social entrepreneurial intent (SEI), mediating mechanisms and influential contextual factors. Design/methodology/approach This study includes survey data from 1,890 respondents, 315 each from China, Mexico, Nigeria, Philippines, Russia and the USA. Findings Empirical results show that social entrepreneurial self-efficacy (SESE) mediated the relationship between perseverance and proactive personality and the dependent variable SEI in all six countries. Life satisfaction positively moderated this relationship among US students and negatively moderated it among Chinese students. In China dissatisfaction appears to enhance SEI, while in the US satisfaction appears to do so. Originality/value This paper identifies the mediating role of SESE and the moderating role of life satisfaction when explaining SEI, as well as providing data from millennials in six countries.
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The Problem Managers and other individuals in the workplace may have a bias, either conscious or unconscious, against Black women based on their appearance. Since slavery, Black people with lighter skin complexion and straighter hair have been given preferences and privileges not afforded Black people with darker skin or those with naturally kinky hair. This study brings this subtle form of discrimination to the attention of Human Resource Development professionals and sheds light on how such interactions may affect their learning, development, and performance. The Solution Using a critical Human Resource Development lens, we suggest that managers, organizational leaders, and decision-makers are educated to recognize and address hair bias. Leaders must ensure compliance with the CROWN Act and legislation that prohibits discrimination against natural and protective hairstyles. The Stakeholders Stakeholders include U. S. Human Resource Development professionals, hiring managers, recruiters, and leaders who are concerned with hiring and promoting diverse talent.
Case overview This case uniquely challenges students by introducing the history of how LIXIL transformed its corporate social responsibility (CSR) program to create shared value within the global sanitation sector by launching the SATO business unit as a social enterprise. SATO is a “self-sustaining social business that establishes a local Make, Sell, Use cycle in the community – creating jobs and allowing local manufacturers and stakeholders to continue the business independently” (LIXIL, 2019). From 2012 to 2021, NGOs helped the company design and market the SATO toilet pan and other products that form the SATO business unit. The SATO business unit must balance its social mission of improved sanitation with the need to gain a profit and become a sustainable business – the ongoing challenge of social entrepreneurship. Leaning objectives After completing this case study, students will be able to meet the following objectives: understand the difference in corporate strategy between CSR and ventures that create shared value; understand the sometimes-competing goals of social enterprises and analyze how they can balance both economic and social objectives; understand that developing and emerging markets are different from each other; explain how corporations can decide which markets to pursue, and how they can meet the needs of the diverse BOP markets; understand how the pursuit of the Sustainable Development Goals can create economic opportunities for corporations; and (optional: suggested for post-graduates) identify activities and challenges of MNC market entry in developing country contexts. Analyze institutional voids in developing country contexts and explore how partnerships can help to address these voids. Complexity academic level This case is most appropriate for the study of international business, corporate social responsibility, and social entrepreneurship students at both the undergraduate and post-graduate levels. The case may be used for undergraduate students to illustrate corporate social entrepreneurship, creating shared value, NGO partnerships, and marketing to the base of the pyramid (BOP) consumers. An optional section on BOP market entry is presented for early- and late-stage post-graduate students, illustrating the concepts of the liability of foreignness and institutional voids. Supplementary materials Teaching notes are available for educators only. Subject code CCS 3: Entrepreneurship.
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