Unveiling International New Ventures’ Success: Employee’s Entrepreneurial Behavior

Abstract

New international ventures have become an important and growing role in the economics of a country. However, it seems that the literature on international entrepreneurship has paid little attention to their employees and their contribution to the success of these firms in international markets. The employee may be a key point in explaining their rapid and fruitful international development, i.e., increasing the international entrepreneurial orientation of the company. Using case study methodology, this investigation aims to unveil the human resource management in international new ventures, complete previous models explaining these organizations, and contribute to a better understanding of their international success. The findings show that the entrepreneurs aim to foster employee entrepreneurial behavior by implementing certain human resource practices.

Need for Achievement as a Predictor of Entrepreneurial Behavior: The Mediating Role of Entrepreneurial Passion for Founding and Entrepreneurial Interest

“…Gartner et al (2010) argued that EB is a very important factor for business creation because the creation of new business comes out as a result of entrepreneurs' actions or behavior. This behavior indicates that individuals are involved in activities characterized as risky and engaged in tasks with reasonably high threats (Covin and Slevin 1989;Lumpkin and Dess 1997;Hernandez, 2019). But how does this behavior form and what are the antecedents or predictors of this behavior?…”

“…Scholars have made a decent effort to answer this question; previously a lot of efforts have been done by scholars to This Journal is licensed under a Creative Commons Attribution 4.0 International License understand how a person makes a certain decision to work in the entrepreneurship area (Zahra, et al, 2014;Neneh, 2019). Additionally, EB was investigated in four directions (Blanka 2018;Mustafa et al 2018;Neessen et al 2019;Hernandez, 2019) first direction: attributes or traits of individuals like ethnicity and attitudes; the second direction: from institutional aspects like administration encouragement and organization environment, third direction: Situational or contextual considerations like nature of business, market factors, forth direction: individuals results or outcomes like accomplishments (Hernandez, 2019). In addition, there is a consensus in the literature that behavior always occurs as a result of intention (Lee et al, 2011;Neneh, 2019).…”

Comportamento Empreendedor De Estudantes De Graduação De Instituições Privadas Do Distrito Federal

“…A literatura sobre empreendedorismo apresenta como os empreendedores se comportam de acordo com diferentes aspectos. Dentro desta perspectiva, este trabalho tem como objetivo principal analisar o comportamento empreendedor de alunos de graduação de duas instituições de ensino superior privadas do Distrito Federal a partir da integração entre o Framework das relações entre competências empreendedoras e comportamento estratégico desenvolvido por Behling e Lenzi (2019) e do modelo de práticas de gestão de recursos humanos para o desenvolvimento de comportamento empreendedor de Hernandez (2019). Os resultados apontam para a necessidade de desenvolvimento de práticas de recursos humanos, principalmente, dentro da linha motivacional, para o fortalecimento de importantes comportamentos empreendedores de iniciativa e persuasão, e estratégicos de análise e prospecção.…”

Pathways to corporate entrepreneurship: do HRM practices and organizational learning capability matter?

“…Along this line of argument, there is increasing consensus linking HRM intensity, that is, more HRM practices are better (Innes and Wiesner, 2012) to organizational outcomes (Storey et al, 2010) such as increased labor productivity and innovation as well as development of SMEs (Nam and Luu, 2022). However, partly because of limited resources (Hernandez, 2019;Mart ınez-Costa et al, 2019), financial constraint and size of these enterprises (Hooi, 2019) SMEs may not have the luxury of more HRM practices. This paper argues that distinct HRM practices are more relevant (Lepak and Snell, 1999) for SMEs.…”

“…, 2010) such as increased labor productivity and innovation as well as development of SMEs (Nam and Luu, 2022). However, partly because of limited resources (Hernandez, 2019; Martínez-Costa et al. , 2019), financial constraint and size of these enterprises (Hooi, 2019) SMEs may not have the luxury of more HRM practices.…”