Entrepreneurial Behavior in Organizations: Does Job Design Matter?

Jong, Jeroen P.J. de; Parker, Sharon K.; Wennekers, Sander; Wu, Chia‐Huei

doi:10.1111/etap.12084

Cited by 171 publications

(235 citation statements)

References 31 publications

(56 reference statements)

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“…Although we believe that we selected the HR practices that best fitted the IWB situation in the Dutch manufacturing sector, it would be valuable to include additional HR practices. For example, we know from recent research (De Jong, Parker, Wennekers, & Wu, 2015) that job design characteristics, and particularly job autonomy, are strongly related to various individual innovation outcomes and behaviors. It would also be interesting to investigate whether the HR practices that lead to organizational innovation (e.g.…”

Section: Limitations and Suggestions For Future Researchmentioning

confidence: 99%

Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate

Bos-Nehles

Veenendaal

2017

The International Journal of Human Resource Management

178

192

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The purposes of this paper are to explore the effect that perceived HR practices have on the innovative work behavior (IWB) of individual workers and to examine the role that an innovative climate plays in this relationship. We hypothesize that employees will show greater IWB if they perceive the organizational climate to support innovation and perceive the presence of HR practices related to a compensation system, training and development, information sharing, and supportive supervision. Using data from 463 individuals in four Dutch manufacturing companies, the study tests the effects of employees' perceptions of HR practices and of an innovative climate on their innovative behaviors. We found that employee perceptions of a compensation system are negatively related to IWB, and that employee perceptions of information sharing and supportive supervision are positively related to IWB. The effect of perceptions of information sharing and training and development on IWB are moderated by an innovative climate, in such a way that information sharing has a stronger effect on IWB and training and development a weaker one. Managers can stimulate innovative behavior by investing in information sharing, supportive supervision, and establishing an innovative climate.

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Section: Limitations and Suggestions For Future Researchmentioning

confidence: 99%

Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate

Bos-Nehles

Veenendaal

2017

The International Journal of Human Resource Management

178

192

View full text Add to dashboard Cite

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“…As Morris, Miyasaki, Watters and Coombes (2006: 228) point out "…motivations for starting a venture would seem an important determinant of growth aspirations, as those who are motivated by the desire to get rich or to meet a challenge would seem more interested in growth than those motivated by discrimination or a desire for personal expression". Carsrud and Brännback (2011) consider that entrepreneurial motivation is implicit in the tendency to become an entrepreneur, in cognitive adaptation (Sánchez-García, Boada-Grau, Prizmic-Kuzmica, & Hernández-Sánchez, 2014) and entrepreneurial behaviors (De Jong, Parker, Wennekers, & Wu, 2013;George & Marino, 2011). Howev-er, there has been little research into interactions between these constructs (Carsrud & Brännback, 2009).…”

Section: * Introductionmentioning

confidence: 99%

Adaptation of an entrepreneurial motivation scale into Spanish.

et al. 2016

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Título: Adaptación al español de una escala de motivación emprendedora. Resumen: Este estudio sigue el marco teórico propuesto por Robichaud sobre motivación emprendedora. El objetivo fue adaptar la escala original francesa de 17 ítems al español y analizar sus propiedades psicométricas. Los participantes del presente estudio fueron 981 empleados españoles (46.5% hombres y 53.5% mujeres). Después de llevar a cabo el análisis factorial exploratorio y el ESEM (RMSEA = .06; CFI = .95 y TLI = .95), se determinó una estructura compuesta de tres factores: Seguridad de la familia (α =.82), Independencia y autonomía (α =.83) y Motivaciones intrínse-cas (α =.77). Los tres factores muestran una fiabilidad adecuada. También se encuentran evidencias de validez respecto a una serie de correlatos externos y varias escalas que hacen alusión a la adicción al trabajo, la irritación y el burnout. La presente escala puede resultar adecuada para identificar adecuadamente la motivación emprendedora. Palabras clave: motivación emprendedora; escalas; validez; empleo.Abstract: This study follows the theoretical framework put forward by Robichaud on entrepreneurial motivation. The objective was to adapt the original French scale of 17 items into Spanish and to analyze its psychometric properties. The participants in the present study were 981 Spanish employees (46.5 % men and 53.5 % women). After carrying out exploratory factor analyses and ESEM (RMSEA = .06; CFI = .95 and TLI = .95), revealed a structure comprised of three factors: Family security (α =.82), Independence and autonomy (α =.83), and Intrinsic motivations (α =.77). These three factors displayed adequate reliability. We also found evidence of validity with regard to a series of external correlates and various scales that have to do with workaholism, irritation and burnout. The present scale may prove useful for adequately identifying entrepreneurial motivation.

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“…It rests upon an organisation's ability to learn through both exploration of new knowledge and exploitation of existing knowledge. One of the most critical resources that organisations can draw upon in order to achieve innovation at the organisational level is their employees' innovative (work) behaviour (Cohn, Katzenbach & Vlak, 2008;West & Farr, 1990), also known as entrepreneurial behaviour (de Jong, Parker, Wennekers, & Wu, 2013). Employees' innovative behaviour refers to the process of initiation and the intentional introduction of bringing new problem-solving ideas into use, thereby enhancing a product, service or process.…”

Section: Introductionmentioning

confidence: 99%

“…It encompasses both idea generation (creativity) and the application of the new ideas within a group or organisation (Amabile, 1988;Nonaka, 1991). Entrepreneurial behaviour can be defined as the extent to which employees proactively engage in the creation, introduction and application of opportunities at work, marked by taking businessrelated risks (De Jong, et al, 2013). Despite the overlap in definitions, innovative behaviour and entrepreneurial behaviour operate in isolated, unconnected research streams (Hayton, 2005;De Jong et al, 2013).…”

Section: Introductionmentioning

confidence: 99%