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The aim is to expand the challenge-hindrance framework and develop a coherent theoretical framework that explains individual differences in the way small business owners appraise their job demands. Literature has shown that dealing effectively with job demands leads to competitive advantage and depends on individual appraisals.

For this qualitative study, 20 in-depth interviews were analyzed using a partially grounded theory approach.

Open and axial coding revealed a broader range of demands than have hitherto been studied, related to actions rather than job characteristics. Selective coding confirmed expectations based on the Conservation of Resources Theory that appraisals of demands differ between business owners and change over time depending on role identities, and material, social, personal and energy resource levels, via the valence (identities) and degree of anticipated outcomes. Business owners appraised certain demands as challenging when they were co-occurring with other demands usually categorized as challenges, whereas these same demands were appraised as hindering when co-occurring with demands usually categorized as hindrances.

The results imply that appraisals can be influenced by societal context, life events, processes of formal and informal learning, personal growth and aging. These topics would be interesting avenues for future research.

The results of this study challenge our understanding of job demands in general and current categorizations of job demands as challenges versus hindrances in specific, by providing an in-depth, contextualized and dynamic view of the appraisal of demands related to owning and running a business.

This study investigates when and for whom job crafting may turn into job quitting. The authors hypothesize that approach job crafting relates more positively to turnover intentions and subsequent voluntary job changes among employees with (a) high (vs low) need for career challenges and (b) those with high (vs low) self-esteem.

Data were collected from 575 employees of a large public organization in the Netherlands with two measurement moments three months apart. Hypotheses were tested using cross-lagged regression analyses and path modeling.

Supporting the hypotheses, approach crafting related positively to an increase in turnover intentions only among employees with high need for challenge or high self-esteem. Moreover, via turnover intentions at Time 1, approach crafting related positively to the voluntary job change at Time 2 for employees with (a) high need for challenge, as well as those with (b) high self-esteem. These findings held after controlling for avoidance crafting.

This study has been conducted in a relatively homogenous sample. Future research may test the predictions in a more heterogeneous sample, including participants from different cultural and economic contexts.

The authors advise human resource (HR) professionals to facilitate the job crafting efforts of employees with a high need for challenge and those with high self-esteem because these groups are particularly at risk of voluntarily quitting their jobs. Adopting insights from the wise proactivity model may help ensure that job crafting benefits both employees and employers.

This study brings clarity to the inconsistent relationships between job crafting and job quitting by using the wise proactivity model as an explanatory framework.

This paper seeks to identify how intrapreneurial self-efficacy (ISE) grows in a group of graduate students during their internship. We investigate which agency and structure factors shape their experience and stabilize or help grow their ISE and how this evolves in the course of their internship.

We conducted group interviews with 49 last year master students of a large Belgian university during their seven-month internship. We focused on those interns with low starter ISE to better understand which factors aid or hinder ISE development.

Our results show that students who did not experience ISE growth were less aware of their own agency factors, lacked supportive colleagues and experienced a misfit with their supervisors. Students who did grow their ISE did so mostly because of an initial experimentation phase, which was structured by their supervisor. This created a positive spiral where they started feeling increasingly better and able to act intrapreneurially.

With this study, we contribute to the extant literature in two main ways. First, we use a graduate employability lens to study the genesis of ISE. As such, we are amongst the first to investigate how education can nurture intrapreneurship and which agency and structure factors are particularly important for this. Second, we take a qualitative process approach, rather than a static and quantitative focus of most entrepreneurial education studies. As such, we gain better knowledge to the drivers of ISE at students first steps and during their internship.

The purpose of this paper is to examine the relationships between sales managers’ authentic leadership style and salespeople’s positive development.

Multilevel regression analysis was used to examine the data from 40 work teams from several Spanish retail companies (190 salespeople and 40 sales managers).

In line with previous studies, the analyses indicated that sales managers’ authentic leadership style as perceived by employees significantly predicted salespeople’s work engagement and psychological capital (PsyCap). Contrary to the expectations, salespeople’s perceptions of sales managers’ authentic leadership did not relate to sales managers’ self-ratings of authentic leadership, but instead related to sales managers’ gender (women were perceived as more authentic) and higher perceived frequency of leader–follower interaction.

The study contributes to the literature by testing if sales managers’ variables (gender and self-ratings of authentic leadership and perceived frequency of leader–follower interaction) predict salespeople’s perceptions of authentic leadership, which in turn, predict salespeople’s positive development (work engagement and PsyCap).

Building on the dualistic approach to passion, the aim of this paper was to examine how work engagement and workaholism relate to entrepreneurs' performance (innovative behavior, business growth, and subjective business performance).

Cross-sectional survey data of 180 Spanish entrepreneurs were analyzed using partial least squares modeling.

Evidence was found for a dual affective pathway to performance. Work engagement related favorably to performance through its relationship with more positive affect and less negative affect. Workaholism related to more negative affect, which in turn related negatively to performance. After controlling for affective states, both work engagement and workaholism still had a direct and positive association with innovative behavior.

Limitations are the cross-sectional design and the reliance on self-report measures; although self-reports of business growth can be considered indicative of objective business performance. Bi-directional relationships between the study variables seem plausible. The dualistic approach to passion is a sound theoretical basis for future research on drivers and consequences of work engagement and workaholism.

The findings imply that entrepreneurial success can be enhanced by improving entrepreneurs' emotion-regulation strategies to manage their affective states. Workaholics especially would benefit from such strategies.

Improving entrepreneurial performance has value for society via counteracting economic decline and creation of wealth and jobs.

This study adds to our limited understanding of the consequences of work engagement and workaholism. It addresses entrepreneurs, who are an under researched occupational group.

This purpose of this paper is to present the research findings of a Post‐Occupancy Evaluation of new ways of working in the Faculty of Architecture of the Delft University of Technology and the lessons that can be learned from this particular case in connection with research findings from similar cases.

The paper is based on an internet survey among 266 daily users, additional interviews with decision makers and other participants involved in the implementation process, analyses of documents and personal observations.

The new office plan scores highly on possibilities of meeting other people. Work spaces are considered to be functional, but employees also reported a lack of spaces suited for confidential (telephone) conversations and insufficient visual and auditory privacy. Employees are unable to control sufficiently the climate of their direct work environment and the way the environment looks. Security of the workplaces is rated below average. People want more rooms equipped with doors, and doors that can be locked. Another important complaint was lack of personal and collective filing and storage possibilities.

The paper focuses on office space; because of limited time and budget restrictions educational space was not included in this building‐in‐use study. There was no opportunity to conduct a zero measurement ex ante. Long‐term effects on use and experience are not known yet, nor the effects of improvements that are being implemented this year.

The results can be used to support decision makers in implementing new office concepts in general and in particular in an academic setting, ex post or ex ante.

Much has been written about new ways of working, but research on this topic in academic settings is scarce.

The purpose of this paper is to examine how Halal entrepreneurs perceive success and accordingly develop a novel scale to measure Halal entrepreneurship success.

A sequential mixed methodology was used to develop the Halal entrepreneurship success scale (HESS). The qualitative phase began with a literature review to gain insights into (Halal) entrepreneurship success and identify gaps. Ten respondents were then interviewed to understand how they perceive success. The scale items were then generated based on insights from the literature and the interview findings. The quantitative phase was carried out in two cycles. In the first cycle, a questionnaire was developed and pilot data were collected from a representative sample of 100 respondents. In the second cycle, the revised scale was tested on 300 respondents to confirm its final items and dimensions. Exploratory factor analysis and confirmatory factor analysis were used in the quantitative phase.

The final HESS scale contains 24 items divided into four dimensions: Islamic success (seven items), economic success (six items), social success (five items) and environmental success (six items).

This scale is perhaps the first to measure entrepreneurial success in its association with religion. It is expected to be a useful contribution to entrepreneurship theory and the Halal industry. The paper presents a foundation for future works on how to define the measures of success of Halal entrepreneurs.