Recognizing the right opportunities is a key capability in the entrepreneurial process, and creative entrepreneurs’ well-being at work can strengthen their inherent motivation to absorb external knowledge for desirable outcomes. Well-being at work is pleasant judgments of positive attitudes or pleasant experiences, but previous research mainly regarded well-being as an outcome variable. Therefore, this study considers the role of well-being as a mediator conceptualized in physical, psychological, and social well-being dimensions in the opportunity recognition process. Based upon the self-determination theory, this study examines how creative entrepreneurs’ motivation, including creative thinking, self-efficacy, and relatedness, influences their well-being and further affects opportunity recognition. Results from a sample of 234 creative entrepreneurs in Taiwan show that well-being positively mediates the effect of relatedness on opportunity recognition capabilities and absorptive capacity. Moreover, creative thinking and self-efficacy are associated with relatedness, and further with well-being. The key findings suggest that well-being plays a critical role to stimulate motivation for further capability building. This study extends the self-determination theory by linking entrepreneurial motivation with well-being in the entrepreneurial opportunity seeking process.
This article investigates how institutional changes facilitate university-centric interactions from the Triple Helix model of innovation perspective. The Triple Helix research framework consists of three cyclical dimensions, namely government institutional changes, the roles, missions, and interactions of universities, and university-centric networks. By developing a triangulation method, the qualitative dataset of the Taiwanese institutional changes includes science and technology, educational, and industrial policies; the quantitative dataset (1986–2015) collects the patents of Taiwanese universities via the US Patent and Trademark Office database. The results reveal that integrated policies systemically facilitate institutional changes that drive the transition of university’s roles and missions, while the university-centric networks have transformed from isolated to loosely-coupled and ultimately, to densely interactive networks. This article concludes that government institutional changes have effectively transformed the roles and interactions of universities with other actors towards entrepreneurial universities, in turn, have facilitated a more interactive Triple Helix model of innovation in Taiwan. Some policy implications are suggested.
PurposeThe paper proposes customer involvement can be considered an organization-level construct of knowledge creation in the new process development. Specifically, the paper evaluates three distinct organizational practices as knowledge antecedents – competitor orientation, social network and internal coordination – that can facilitate the adoption of customer involvement in the process innovation development.Design/methodology/approachThe paper empirically tests this theory for 2,000 firms that are stratification sampled from a population of 33,844 Taiwanese firms, and a data set of 170 valid questionnaires is collected. The questionnaire was mainly modified from a Kim and Kim (2010) measure which was designed based on the 3rd edition of the Oslo Manual OECD/Eurostat 2005. The concept of customer involvement in new service development proposed by Alam (2002) was also applied to the questionnaire.Findings(1) The antecedents of customer involvement, which include competitor orientation, external social networks and internal coordination, function as a determinant to nourish customer involvement. (2) Customer involvement significantly positively mediates the relationship between knowledge antecedents and new process performance. (3) Customer involvement is a crucial knowledge creation for improving the new process innovation performance in manufacturing firms.Originality/valueTwo basic tenets of theory building serve as the foundation of the model in this paper. First, research on customer involvement is augmented by showing that customer involvement can emerge as a shared perception among organizational members that is distinct from individual-level involvement. Moreover, customer involvement in process innovation can help firms manage their knowledge and further enhance firm performance. Second, the knowledge management model provides a key lens through which researchers can take a process-oriented view that focuses on customer involvement as a unique capability that firms can develop in process innovation.
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