Entrepreneurial orientation: A psychological model of success among southern African small business owners

Krauss, Stefanie I; Fresé, Michael; Friedrich, Christian; Unger, Jens

doi:10.1080/13594320500170227

Cited by 315 publications

(348 citation statements)

References 45 publications

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“…Social engagement also needs activation. Initiating and sustaining social interactions concerning work demands active engagement with other people (Saks, 2006), particularly when tasks are complex (Krauss et al, 2005) and focused on goal attainment (Koo & Fishbach, 2008). Social engagement can be seen as one of the highest priorities for HRD practitioners, and could be particularly relevant to OD since effective social processes are essential to positive outcomes of change (Shuck & Wollard, 2010).…”

Section: Facets Of Engagementmentioning

confidence: 99%

Development and application of a new measure of employee engagement: the ISA Engagement Scale

Soane

Truss

Alfes

et al. 2012

Human Resource Development International

257

269

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2 Mission and scopeThe conceptual development of employee engagement has been gaining momentum in many parts of the applied psychology literature and has recently found its way into debates within HRD. This article contributes to this burgeoning field by developing a model of engagement that is operationalized in a new 9-item measure: the Intellectual, Social, Affective Engagement Scale (ISA Engagement Scale). It fits with the objectives and scope of Human Resource Development International by presenting original material, contributing a new measure that operates at factor and facet levels, and making the ISA Engagement Scale available for use within business and academic communities. There are potential implications for HRD practices that enhance the experience of work and contribute to improved organisational outcomes.3 AbstractWe present a new measure for assessing employee engagement. We build on Kahn's (1990) theory and develop a model of engagement that has three requirements: a work-role focus, activation and positive affect. This model was operationalized in a new measure: the Intellectual, Social, Affective Engagement Scale (ISA Engagement Scale) comprising three facets: intellectual, social and affective engagement. Data from two studies showed that the scale and its sub-scales have internal reliability. There were associations with task performance, OCB and turnover intentions.Implications are provided for academic enquiry into the engagement process, and for HRD practices that enhance the experience of work.

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Section: Facets Of Engagementmentioning

confidence: 99%

Development and application of a new measure of employee engagement: the ISA Engagement Scale

Soane

Truss

Alfes

et al. 2012

Human Resource Development International

257

269

View full text Add to dashboard Cite

show abstract

“…Second, our research introduces a new dependent variable-reaction to a new technology-to the entrepreneurial orientation literature. While extant research has largely examined performance outcomes associated with entrepreneurial orientation (Krauss et al, 2005), we theoretically derive and empirically validate reactions to new technologies as one consequence of entrepreneurial orientation. Studies that draw attention to previously unexplored outcomes of entrepreneurial orientation expand the nomological net in new directions and unearth new applications for the construct.…”

Section: Discussionmentioning

confidence: 99%

Individual entrepreneurial orientation role in shaping reactions to new technologies

et al. 2015

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Considerable research has been undertaken to explain and predict user acceptance of novel technologies at work. Although theoretical and empirical support has accumulated in favor of the powerful and parsimonious explanation provided by the Technology Acceptance Model (TAM), key knowledge voids remain. One factor that may be related to the adoption of new technologies, but has remained unexplored in the TAM literature, is the proclivity to behave entrepreneurially, known nominally as individual entrepreneurial orientation. The purpose of the present study is to investigate the role of individual entrepreneurial orientation in facilitating technology adoption under mandated conditions. Predictions are tested using survey data collected from knowledge workers required to use a new technology. Research directions and implications are discussed.

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“…SME's business performance is the attained result from what manager and owner has done to manage their business. Indicators to measure the business performance assessment are (a) sales development, (b) working capital development, (c) customer development and (d) profit growth [9], [25], [26], [27].…”

Section: B Relationship Between Entrepreneurial Orientation and Sme'mentioning

confidence: 99%

Entrepreneurial Social Competence and Entrepreneurial Orientation to Build SME’s Business Network and Business Performance

Meutia¹

2013

IJSSH

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Abstract-A competence that is owned by entrepreneurs becomes a significant determinant to reach the business sucess becuase of the entrepereur's double role, as the owner and the manager itself. The purpose of this study is to overview the influence of entrepreneurial social comptence and entrepreneurial orientation on the developmnet of SME's business network and business performance in Western Java Province, of Indonesia. Sampling method uses Purosive Sampling Technique based on these criteria: at least 3 years experience and have had full tim employee. Sample which is used in this study, is the owner and the manager of SME, with total amount of respondents are 193. Data will be analyesed through Structural Equation Modeling (SEM) by using AMOS program 16.0. The result from this study shows that the first hypotheses proves that there is a significant influence of entrepreneurial social competence on business network. Meanwhile, entrepreneurial orientation gives no influence on business network, but it influences the SME's competitive advantage. Last hypothesis also shows that there is a signifcant relationship between SME's business network and SME's business performance. The result form this study provides contribution to Resource Based View (RBV) theory which states that there are intangible assets of entrepreneurial social competence in building the SME's business network and SME's business performance. Unfortunately, the present study does not analyse all creative industrial sector and the study is only performed in Western Java Province which becomes one of the main creative industries besides Yogyakarta and Bali in Indonesia.

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Entrepreneurial orientation: A psychological model of success among southern African small business owners

Cited by 315 publications

References 45 publications

Development and application of a new measure of employee engagement: the ISA Engagement Scale

Development and application of a new measure of employee engagement: the ISA Engagement Scale

Individual entrepreneurial orientation role in shaping reactions to new technologies

Entrepreneurial Social Competence and Entrepreneurial Orientation to Build SME’s Business Network and Business Performance

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