The Power of Motivation–Goal Fit in Predicting Entrepreneurial Persistence

Hai-feng, Zhao; Wu, Sibin

doi:10.2224/sbp.2014.42.8.1345

Cited by 10 publications

(3 citation statements)

References 21 publications

(29 reference statements)

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“…We assessed venture performance using a measure of entrepreneurial persistence. Persistence, which reflects an individual's level of "direction-specific behavior over time" (Kanfer, 1990, p.78), has been used previously as a performance metric in studies of nascent entrepreneurs (e.g., Liao & Gartner, 2006;Wu et al, 2007;Zhao & Wu, 2014). Persistence provides a useful metric in this research context, especially insomuch as the entrepreneurial process represents a time-and labor-intensive effort (Shane & Venkataraman, 2000).…”

Section: Methodsmentioning

confidence: 99%

Examining the age‐performance relationship for entrepreneurs: Does the innovativeness of a venture make a difference?

Prasad

Ehrhardt²,

Liu³

et al. 2015

New England Journal of Entrepreneurship

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Whether older or younger entrepreneurs may be better positioned to achieve performance outcomes for their ventures is a much debated question. Here, we draw on Galenson℉s theory of creativity to propose a contingency perspective for understanding the relationship between entrepreneur age and venture performance, suggesting that a venture℉s level of innovativeness plays a moderating role. Results from a representative sample of 1,182 nascent entrepreneurs revealed mixed support for our hypotheses. While a negative relationship was found between entrepreneur age and performance for those developing “innovative” ventures, no relationship was found between entrepreneur age and performance for those developing “imitative” ventures.

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Section: Methodsmentioning

confidence: 99%

Examining the age‐performance relationship for entrepreneurs: Does the innovativeness of a venture make a difference?

Prasad

Ehrhardt²,

Liu³

et al. 2015

New England Journal of Entrepreneurship

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show abstract

“…Asserted by McClelland (1961) as zealously planning for the future and not giving up, N ACHIEVE is linked with student accomplishment in the classroom (Elliot and Church, 1997), stout work ethic (Hon and Rensvold, 2006), self-employment status (Lee-Ross, 2015), entrepreneurial success (Babalola, 2010;Zhao and Wu, 2014), enhanced job performance (McHenry et al, 1990), workplace fidelity (Steers and Spencer, 1977), and favorable A B . Other findings suggest subordinates low in N ACHIEVE fancy supportive leadership roles while those high in N ACHIEVE favor prominent leadership roles (Mathieu, 1990).…”

Section: N Achievementioning

confidence: 99%

A brand foci model to explain achievement needs: a contradictory explanation

Sierra

Taute

Lee

2017

APJML

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Purpose The purpose of this paper is to explore the indirect effect of smartphone-brand tribalism on the need for achievement. Design/methodology/approach Using survey data from 272 South Korean respondents, path analysis is used to evaluate the hypotheses. Findings Only the sense of community dimension of brand tribalism affects brand pride (PRIDE), which in turn leads to a sequential process of brand attitude, purchase intention, and need for achievement (NACHIEVE). Research limitations/implications South Korean data may confine generalizability. As effect sizes in this context are understood, researchers have an additional benchmark for future brand tribalism and PRIDE research. Practical implications The psychological underpinning and, the presence of brand tribes in society cannot be overlooked by strategists. Such tribal-laden following is also evident within smartphone communities. By further understanding brand tribalism outcomes, marketers and brand leaders are in an improved position to develop strategies that appeal to targeted customers, ultimately growing and strengthening their brand tribes. Originality/value Supported by the anthropological view of brand tribalism, this research contributes to the branding literature by examining the indirect effects of brand tribalism on the NACHIEVE through brand-related attitudes and behavioral intentions. Where previous research using westerners indicates the explanatory power of defense of the tribe on brand-related factors, no effect in this regard is found here using eastern smartphone consumers.

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“…Care about employees, their development and care about the organisation is one of the key challenges faced by managers (Zhao & Wu, 2014). P. F. Drucker claims that effective management is "responsibility and not a position and privileges, consequence and not craftiness, it is hard work" (Drucker, 2001).…”

Section: Global Leadership Crises As the Key Demotivator In The Contementioning

confidence: 99%

The extent of managers’ motivation as a determinant of leadership quality

Wziątek-Staśko

2016

Ekonomia I Zarzadzanie

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A B S T R A C TMotivating to perform remains a very inspiring field of scientific studies. In spite of extensive research in this field, some areas, of niche nature, that require exploration can be identified. Motivating the managers is one of such areas, less popular but of tremendous importance in the process of managing a contemporary organisation. This article is theoretical and empirical. It was written to present the original results of empirical research focused on assessment of the motivation impact of 47 financial and non-financial tools by several hundred Polish managers. The research tool used in the study process was the questionnaire prepared by the author of this paper. Key preferences of the group of employees are an important source of information required in the process of optimising the effectiveness of managing the human capital and an entire organisation. K E Y W O R D S motivation, manager, motivation system, leadership, quality

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The Power of Motivation–Goal Fit in Predicting Entrepreneurial Persistence

Cited by 10 publications

References 21 publications

Examining the age‐performance relationship for entrepreneurs: Does the innovativeness of a venture make a difference?

Examining the age‐performance relationship for entrepreneurs: Does the innovativeness of a venture make a difference?

A brand foci model to explain achievement needs: a contradictory explanation

The extent of managers’ motivation as a determinant of leadership quality

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