Entrepreneurship in public organizations: the role of leadership behavior

Abstract

The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that: • a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.

Public entrepreneurship and organizational performance in Asia: Do entreprneurial leadership, ethical climate and Confucian values matter in Korea and China

“…This definition implies that public leaders and organisations should not merely rely on conventional practices, but need to search for alternative solutions to social problems, which would eventually lead to value creation in public organisations. Similar to the core dimensions of entrepreneurship asserted by various scholars (see Table 1), public entrepreneurship has multiple dimensions, including innovativeness, risk-taking, and pro-activeness, which are often translated into core public values emphasized in the NPM wave (Demircioglu & Chowdhury, 2020;Diefenbach, 2011;Morris & Jones, 1999;Zerbinati & Souitaris, 2005). Each core dimension is discussed further below.…”

“…A similarly questionable perspective has been extended to the relationship between entrepreneurship and Confucian values. This study aimed to empirically test how Confucian values affect entrepreneurship in the public sector (so-called public entrepreneurship; Moon, 1999; or public sector entrepreneurship; Demircioglu & Chowdhury, 2020), which has often been proposed as a means to overcome conventional bureaucratic problems. Like entrepreneurship in the corporate world, public entrepreneurship is characterized as a driving force for the conception, introduction, and execution of new ideas and often includes innovativeness, pro-activeness, and risk-taking behaviour in the public sector (Covin & Slevin, 1991).…”

Cultivating entrepreneurial culture among students in Malaysia

“…Thirdly, research on fostering entrepreneurial culture relies on various definitions and perspectives, which hinders comparisons among studies from the past (Letaifa & Goglio-Primard, 2016). Fur-| 121 thermore, most research on entrepreneurial culture positions itself primarily in the public and governmental sector (Demircioglu & Chowdhury, 2020). To overcome this, our study will be conducted among students who study at private higher education institutions (PHEIs) in Cyberjaya, Malaysia, and will examine student perception of whether academic institutions really promote entrepreneurial culture rather than just including an entrepreneurial curriculum.…”

Attributes of Local Government Managers – What Matters in Local Entrepreneurship Context?

“…Furthermore, scholars address the role LGs' pro-innovation attitude in enhancing innovation adoption, and their positive influence on organisational innovation by creating a favourable climate toward innovation (Kim and Yoon, 2015). Demircioglu and Chowdhury (2020), while discussing the effects of leadership behaviour on entrepreneurship in the public sector, noticed that despite increasing research on entrepreneurship in the private sector, still little is known about entrepreneurship in public organisations. Based on their distinctive role, it is important to find an answer to the question if attributes like education and professional experience of local government managers matter in local entrepreneurship context.…”