Improvisation might be seen as a method of responsible innovation in organizations, due to its potential to be more responsive and enable bottom-up initiative. Considering that improvising involves the ability to pivot we argue that enhancing entrepreneurial orientation of existing firms means that their entrepreneurial behaviors can be also displayed in more responsible manner. The paper aims at investigating the influence of improvisation on entrepreneurial orientation (EO). While intuitively improvisation is closely connected to EO, surprisingly, there is very little theoretical and empirical evidence on that relation. The paper closes that gap by empirically investigating the role that improvisation plays in enhancing EO. Building on empirical evidence on the role of improvising in individual entrepreneurship, we use Hmieleski and Corbett’s framework of improvisation as a three-dimensional construct (creativity and bricolage, ability to function and excel under pressure and in stress-filled environments, and spontaneity and persistence) and entrepreneurial orientation as a three-dimensional construct (innovativeness, proactiveness, and risk taking) to investigate the impact of improvisation on individual components of EO. Using the data from 567 senior managers from medium and large organizations we find that improvisation has moderate effect on entrepreneurial orientation. Importantly, different dimensions of improvisation shape components of EO in different way: Creativity and bricolage have positive impact on innovativeness and proactiveness and ability to function and excel under stress has impact on propensity to take risk. The study has implications for the theory of responsible innovation by highlighting the potential of improvising to generate more responsive and stakeholder-involving and, in consequence, more responsible innovation.
The purpose of this paper is to investigate the relationship between leader and employee psychological capital. Drawing from positive psychology theory and social learning theory, the main hypothesis is that leader psychological capital is associated with employee psychological capital. The further hypotheses are based in social exchange theory and associated organizational support theory and propose that this relationship is explained through perceived organizational support and authentic leadership. Design/methodology: Multi-source data came from random sample of 406 enterprises in Poland. A cross-sectional survey study was conducted using personal interview (CAPI) on 406 leaders and theirs 406 employees. In this investigation participants assessed their psychological capital. Furthermore, the followers were asked to evaluate their leaders in terms of being authentic and to rate their own level of perceived organizational support. Findings: The results suggest that the relationship between leader psychological capital and employee psychological capital which is proved, is mediated but not by perceived organizational support. The relationship between leader psychological capital and employee psychological is partially mediated by authentic leadership. Results also indicate that authentic leadership may be a better predictor of perceived organizational support then psychological capital. In addition, there is a significant positive relationship regarding the leader psychological capital and authentic leadership. Practical implications: Organizations can increase employee psychological capital, by paying attention to the psychological capital of their leaders and perceived organizational support of followers. Fostering leaders psychological capital organizations help leaders became more authentic what have a positive impact on their followers.
The objective of the article is to identify character strengths that contribute to one's success at various stages of the development of an entrepreneurial venture: opportunity recognition, the refinement of business concept, resource acquisition, survival, and growth. Research Design & Methods:The article is conceptual in nature. We propose a framework of character strengths and stages of development of the entrepreneurial venture, which is based on an exhaustive literature review. Findings: The article proposes that different character strengths contribute to one's success at various stages of venture development: curiosity, creativity, open-mindedness, and hope at the stage of opportunity recognition; bravery, integrity, love of learning, social intelligence, and kindness at the stage of refinement of business concept and resource acquisition; persistence, self-regulation, zest, humour, leadership, teamwork, and fairness at the stage of survival and growth. Moreover, We propose that perspective allows entrepreneurs to accumulate experience and recognize and exploit further opportunities. Implications & Recommendations:The study has implications mainly for entrepreneurs (recommendation for higher self-awareness) and investors (investment in entrepreneur's strength bundled with investment in the business). Contribution & Value Added:This study adds to the understanding of mechanisms through which personal differences influence entrepreneurial actions and their outcomes. It adds to our understanding of specific entrepreneurship phenomena like entrepreneurial alertness or business planning. Thirdly, it contributes to the understanding not only of market entry but also of pre-entry and post-entry phenomena.
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