Social entrepreneurship is an increasingly prevalent subcategory of entrepreneurship that is being used to tackle some of society’s most intractable problems. However, it is unclear what motivates individuals to become social entrepreneurs. In a partially-inductive, exploratory study, we examine what drives entrepreneurs to found social ventures. We find that social entrepreneurs often express a common motivation: an aspiration to integrate their religious beliefs and work. Our findings are used to construct a process model that describes how entrepreneurs progressed through five phases: desire, disenchantment, epiphany, bridging, and enlightenment. In doing so, entrepreneurs created social ventures, which served to unite their faith and work.
We examined the best-selling management book Good to Great (GTG) through the lens of upper echelons theory. In doing so, it is demonstrated that the often cited practitioner/academic divide is not necessarily so expansive as frequently perceived. We utilized upper echelons theory and more specifically, the associated metaconstruct of behavioral integration, to identify principles from GTG that are consistent with the theoretically rooted processes of collective action. Through this theoretical lens, three key principles emerged from GTG for building a successful organization: organizationally focused leadership, a disciplined culture, and the right people. Implications for practice are discussed, including the reciprocal relationship among these principles. We conclude by appealing for more constructive dialogue between academics and practitioners of management.Upper echelons theory and Jim Collins have a lot in common. Both are widely read, and both are influential. Both focus acutely on executive leadership and both seek to identify factors that drive organizational performance.
Purpose
This paper aims to examine the ethical foundations of Gen Z individuals by studying the impact of helicopter parenting on moral courage and moral disengagement. In addition, this study considers the implications for Millennial generation managers that are likely to be supervising this current generational cohort.
Design/methodology/approach
Hypotheses were tested using a two-wave online survey of 215 undergraduate students.
Findings
Helicopter parenting was associated with lower levels of moral courage and an elevated propensity to morally disengage in a sample of Gen Z individuals. The impact of helicopter parenting on these moral foundations was mediated by the children’s increased desire for continued parental involvement in their lives.
Practical implications
Similar to the Gen Z students surveyed in this study, many Millennials were raised by helicopter parents, thus, it is likely that they are also prone to moral disengagement and low moral courage. Furthermore, Millennial managers will be managing Gen Z workers. Thus, many companies will need to enhance their efforts in providing Millennial managers with business ethics training aimed at developing moral courage and reducing moral disengagement.
Originality/value
This study examines a previously unidentified antecedent of moral courage and moral disengagement
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