Enhancing it project success through entrepreneurial leadership: the mediating roles of team reflexivity, team innovation culture, and team entrepreneurial passion

Norena-Chavez, Diego; Romani Torres, Rocio

doi:10.1080/23311975.2023.2287774

Cited by 1 publication

(5 citation statements)

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“…Leadership, OC and organizational performance (OP) are mature concepts in the literature (Ahmad et al, 2022). However, findings on SME contexts still need to be generalizable or enriched in a Latin American environment (Inostroza and Espinosa-M endez, 2022;Norena-Chavez and Romani Torres, 2024) since some recent studies published in relevant journals that analyzed the three variables interaction came from African or Asian developing countries (Nxele and Hoque, 2022;Phuc Nguyen et al, 2023;Sakulkijkarn and Khanthong, 2022;Zafar and Mehmood, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

“…OC is an umbrella that covers certain dominant leadership styles, languages, symbols, procedures, routines and the definitions of success that make an organization unique (George et al ., 2022; Ketprapakorn and Kantabutra, 2022). The OC in SMEs is usually much more adaptable than in large organizations so that it can have more impact on performance (Norena-Chavez and Romani Torres, 2024).…”

Section: Literature Reviewmentioning

confidence: 99%

“…, 2023). The study’s results allow for exploring other mediating factors, such as job satisfaction, employee engagement or innovation (Norena-Chavez and Romani Torres, 2024; Zafar and Mehmood, 2019). In addition, cross-cultural comparison studies could allow verifying if relationships are maintained (Chang et al.…”

Section: Conclusion Limitations and Implicationsmentioning

confidence: 99%

“…Although the relationship between TF, OC and OP in large companies is well known, more research is needed to better understand this interaction in specific contexts, such as the case of developing countries' SMEs (Pankov et al, 2021;Phuc Nguyen et al, 2023). As SMEs are flatter organizations, leadership outputs can have a better impact on the OC since leaders (entrepreneurs) are closer to their employees (Norena-Chavez and Romani Torres, 2024). Previous SME research is more focused on leaders' motivations, education, training, management experience, social marginality and gender challenges (Anwar, 2022;Atsız and Cifci, 2022;Newman et al, 2021) rather than the interaction with OC and OP.…”

Section: Introductionmentioning

confidence: 99%

“…, 2023). As SMEs are flatter organizations, leadership outputs can have a better impact on the OC since leaders (entrepreneurs) are closer to their employees (Norena-Chavez and Romani Torres, 2024). Previous SME research is more focused on leaders’ motivations, education, training, management experience, social marginality and gender challenges (Anwar, 2022; Atsız and Cifci, 2022; Newman et al.…”

Section: Introductionmentioning

confidence: 99%

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The mediating role of organizational culture between transformational leadership and organizational performance in SMEs

Peña,

Caruajulca

2024

ARLA

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PurposeConsidering the entrepreneurship nature and the high number of small and medium enterprises (SMEs) in the Latin American region, this study seeks to empirically test the relationship between organizational culture (OC), transformational leadership (TF) and organizational performance (OP) to support their long-term survival.Design/methodology/approachUnder a post-positivism paradigm, quantitative approach and correlational scope, this research analyzed the interrelationship between OC, TF and OP across Peruvian SMEs. Confirmatory factor analysis (CFA) and structural equation modeling (SEM) were used to test the hypotheses based on the responses of 276 SMEs’ top executives from the commerce, services, manufacturing, construction and agriculture industries.FindingsOC fully mediates the relationship between TL and OP. Although TF solely does not drive OP, the mediating effect of OC is crucial for SMEs’ long-term survival, especially considering their contribution to employment, poverty reduction and GDP in developing countries. Entrepreneurial transformational leaders inspire their followers to achieve goals, strive to develop individual skills, transmit confidence and leave aside their own interests to focus on the common goal of growing their entrepreneurship competitively.Originality/valueThe three variables under analysis have been applied to large companies and SMEs. However, this research enriches previous findings, highlighting the necessity for an adequate OC derived from an entrepreneur with TL, contributing to the survival of SMEs, whose results are critical for developing countries’ economies.

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