We develop a cognitive-affect model of social entrepreneurship that begins with empathy (i.e. perspective taking and empathic concern) and progresses through prosocial behavior to social entrepreneurship intention. We further propose two contingencies – namely entrepreneurial opportunity evaluation and exploitation - that moderate the proposed relationships. We verify theses effects with a sample of 537 respondents. Results suggest that prosocial behavior mediates the relationship between empathy (perspective taking and empathic concern) and social entrepreneurial intention. We also find that opportunity evaluation and opportunity exploitation moderate this mediating pathway.
This research aims to examine whether social venture founder’s entrepreneurial passion can increase employee creativity via creative process engagement and the moderating role of employee mindfulness. A survey was conducted by asking employees of 109 social ventures in Vietnam to evaluate the founders’ entrepreneurial passion and the supervisors to evaluate employees’ creativity as well as employee creative process engagement. Drawing on the broaden-and-build theory, this study found that employee creativity increases when the employees perceive that the social venture founders have strong entrepreneurial passion as explain by higher creative process engagement. In addition, we revealed that the indirect influence of entrepreneurial passion on employee creativity remains significant regardless the employees’ mindfulness. Theoretical and practical contributions are further discussed.
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