The role of entrepreneurship education in developing a passion for business

Arshad, Muhammad; Farooq, Omer; Afzal, Sadia

doi:10.1002/joe.21896

Cited by 29 publications

(26 citation statements)

References 39 publications

(55 reference statements)

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“…To examine the indirect effects, this study performed 5000 bootstraps, 95% bias, and accelerated confidence intervals, a statistical technique that relies on random sampling with replacement (Arshad et al., 2018). Results showed the indirect effect of transformational leadership and change‐orieted work engagement (when controlling valence as a mediator) was significant (ß = 0.12; p < .001).…”

Section: Analysis and Resultsmentioning

confidence: 99%

Employee engagement and organizational change initiatives: Does transformational leadership, valence, and trust make a difference?

Islam¹,

Furuoka²,

Idris³

2021

Glob Bus Org Exc

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The research investigates the role of transformationalleadership in enhancing employee engagement during organizational change, and the individual and sequential mediating role of valence and trust in leadership. Based on cross‐sectional data from a survey of employees in Bangladesh's banking sector, the study uses structural equation modeling to test four hypotheses related to employee engagement and organizational change. The results showed that transformational leadership positively associated with employee engagement, and that both valence and trust in leadership individually and sequentially mediate the relationship between transformational leadership and employee engagement. The research contributes to the areas of organizational change management and human resource management by clarifying the impact of transformational leadership on employee engagement. It also provides practical guidance on improving employee engagement in Bangladesh's banking sector, and elsewhere, during periods of organizational change.

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Section: Analysis and Resultsmentioning

confidence: 99%

Employee engagement and organizational change initiatives: Does transformational leadership, valence, and trust make a difference?

Islam¹,

Furuoka²,

Idris³

2021

Glob Bus Org Exc

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show abstract

“…Since all the measuring instruments were adopted from Western studies, it was necessary to evaluate their validity in the South Asian context [59][60][61]. We performed a confirmatory factor analysis (CFA) to assess the convergent and discriminant validity of all the instruments of the study.…”

Section: Assessing the Adequacy Of Measurement Instruments (Confirmatmentioning

confidence: 99%

How Do Employees Respond to the CSR Initiatives of their Organizations: Empirical Evidence from Developing Countries

Farooq

Cheffi

2019

Sustainability

Self Cite

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This research presents a new perspective of social exchange to explain the employee responses to corporate social responsibility (CSR) activities of their organizations. In particular, the current study aims to explore the social exchange based mediation mechanism between CSR actions and employee turnover intentions. Considering this theory, we propose that organizational trust is the primary outcome of CSR, which in turn influences the affective organizational commitment (AOC) and reduces the turnover intentions (TOI) of employees. Moreover, we posit that different types of CSR actions have different effects on employees due to their relative importance. To test the suggested research model, we analyzed the data collected on 304 employees working in the Star hotel in South Asia. Results of the study demonstrate the organizational trust to be a mediator between CSR and AOC and that CSR negatively impacts the turnover intentions of employees through the mediation of trust and AOC. Moreover, the results show the relevance of examining the disaggregated effects of different types of CSR actions on employees’ turnover intention. The study concludes with implications for future research and for policy-makers.

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“…Regarding the educational aspect, the result is suitable of [6], entrepreneurial education can foster a person's selfefficacy so that this feeling can stimulate entrepreneurial passion. This mechanism is in line with the social learning theory.…”

Section: Discussionmentioning

confidence: 99%

“…Entrepreneurial education can form the mind-set about entrepreneurial activities so that can promote passion among entrepreneurs. More precisely, Arshad et al stated entrepreneurship education can build self-efficacy in a person so that passionate about building entrepreneurship [6]. Based on these relationships, the development of some hypotheses are as follows:…”

Section: Developing Hypothesismentioning

confidence: 99%

Understanding Entrepreneurial Passion Among New Entrepreneurs

Mayoshe¹,

Nuringsih²

2021

Advances in Social Science, Education and Humanities Research

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In line with entrepreneurial learning, the study identified a significant effect of emotional support, perceived competence, and entrepreneurship education toward entrepreneurial passion among entrepreneurship in Jakarta. A total of 100 respondents were involved in this study using non-probability techniques sampling. The data analysis technique used multiple regression with Smart-Pls software. The results show emotional support has the strongest influence in building passion, on the contrary, perceived competence has the smallest effect on passion. In line with Social Learning Theory, the independent variables can increase selfefficacy in entrepreneurs so that they are more enthusiastic for creating and product development, founding and developing the venture. The majority of the samples are new entrepreneurs who are in early development and start-up stages so that educational institutions and the government have the responsibility in building an entrepreneurial atmosphere so that it will automatically build an entrepreneurial passion for the younger generation. This mechanism can encourage passion awareness for youth entrepreneurs so this is a step in achieving the target of the ideal number of educated entrepreneurs in Indonesia.

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The role of entrepreneurship education in developing a passion for business

Cited by 29 publications

References 39 publications

Employee engagement and organizational change initiatives: Does transformational leadership, valence, and trust make a difference?

Employee engagement and organizational change initiatives: Does transformational leadership, valence, and trust make a difference?

How Do Employees Respond to the CSR Initiatives of their Organizations: Empirical Evidence from Developing Countries

Understanding Entrepreneurial Passion Among New Entrepreneurs

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