Search results

Although the percentage of female entrepreneurs has increased over the past several years, it is far below the level of males. Drawing on the theory of planned behaviour and role congruity theory, the purpose of this paper is to specify a model in which the relationship between gender and entrepreneurial intention (EI) is mediated by three essential motivational constructs (i.e. attitude toward starting a business, subjective norm, and perceived behavioral control (PBC)).

The study specifies and tests a meta‐analytical structural equation model. The study aggregates the results of 30 studies (n=52,367).

The study reveals a higher average EI for men compared to women. However, although significant, the gender differences in EI and the motivational constructs were small and cannot sufficiently explain the substantial differences in actually starting a business. Furthermore, moderator analyses show differences in the gender‐EI relationship between Europe and the US and between students and non‐students.

Differences between men and women seem to be a consequence of differences in turning intentions into implementation. Researchers are called upon to investigate gender differences in hindrances as a potential explanation for different implementations and when and why women give up their entrepreneurial plans. Moreover, future research should investigate further motivational processes beyond those suggested by the theory of planned behavior.

The study analyses the relationship between gender and EI and the results show a weak relationship which indicates that the higher number of male entrepreneurs cannot solely be explained by differences in motivation.

The present study aims to analyze the predictive value of three motivational dispositions (need for achievement, need for affiliation, and need for power) for job involvement and organizational commitment and to investigate cross‐cultural differences between Germany and South Korea between these predictions.

A sample of South‐Korean (N=209) and German (n=198) executive MBA students was surveyed. Using multi‐group structural equation modeling, the associations between the three needs and JI and OC and cross‐cultural differences in these associations are investigated. In addition, a test is conductedd for cross‐cultural equivalence of the measures as an important prerequisite of quantitative analyses.

The results reveal that need for achievement and need for power are related to JI but that only need for achievement is related to OC. In addition, significant differences were not found across either country in these relationships. Tests of cross‐cultural equivalence showed at least partial invariance of all measures.

Future research should replicate the results in other employee populations. Furthermore, future research should incorporate more than two countries and countries with larger differences on cultural orientations.

The study shows that motivational dispositions should be considered in HRM practices and leadership behaviour.

The view on JI and OC is broadended by consideration of dispositions, whereas traditional research focuses on contextual factors.

The purpose of this paper is to synthesize the literature on the relationship between age diversity (AD) and the essential team outcomes (i.e. performance quality, financial performance, innovation and creativity, effectiveness, satisfaction, and turnover).

The authors conduct a meta-analysis of the relationship between AD and team outcomes using a sample of 74 studies. Furthermore, the authors investigate the role of contextual factors (task complexity, type of performance evaluation, study setting, team size, age cohort) as moderators of the AD-team outcome relationship.

The results show no significant overall relationships between AD and team outcomes, except for turnover (r=0.11, p < 0.05). Moderator analyses reveal significant albeit weak differences regarding task complexity, team size, and age cohort.

The authors extend previous research by quantitatively reviewing the AD-team outcome relationship. By showing that AD is only related to turnover, the authors provide counter-evidence to many scholars arguing for the importance of AD for team outcomes. Additionally, the authors found some potential sources of the conflicting findings observed in the literature by considering contextual factors.

This chapter explores the making of the colonial state in Samoa in the 1890s. The Samoan case offers new insights into the workings of the colonial state precisely because nowhere else were Euro-American colonial projects as intertwined with and dependent on local support. In an unprecedented experiment in colonial rule, German, British, and American officials shared control over the Samoan islands from 1889 to 1899. This so-called tridominium, I argue, served as a colonial strategy of deferral for Euro-American officials anxious to diffuse escalating conflict over the distant islands. Contrary to plan, ongoing tensions among German, British, and American interests allowed Samoans to maintain considerable political and economic autonomy. The main reason for the ultimate failure of the tridominium for Euro-American policy-makers lay in the uneven and incomplete exercise of colonial power over Samoans. Limitations in geography, people, and finance made the tridominium a weak colonial state. In addition, the lack of resources the respective metropolitan governments devoted to the distant archipelago in the South Pacific increased the relative influence of Samoan leaders and of the growing number of Samoans who joined the administration. Samoa in the 1890s serves as an important reminder that colonial rule was rarely clear-cut and never complete.

The main theme of this special volume is the colonial state and its governmental practices. This chapter introduces and contextualizes the contributions by providing a brief induction to recent developments within the study of the colonial state. It then presents the contributions under three perspectives which represent separate yet interrelated themes relevant for the understanding of the colonial state: practices, violence, and agency. Hereby, we also accentuate the value of a non-state-centric approach to the analysis of the colonial state.