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The purpose of this paper is to answer the research question: “Do different pedagogies used in teaching entrepreneurship education influence individual skill development, which then in turn translates into a likelihood of entrepreneurial implementation intention?”

The number of total participants for the quasi-experiment was 308 undergraduate students in Malaysia, in which pre- and post-test (n=203) and control (n=105) groups are included. Students who enroled in the entrepreneurship course were randomly allocated into a class employing teacher-centred pedagogy or student-centred pedagogy. Learning outcomes are measured by objective and subjective measures.

Both pedagogical approaches had a positive effect on the development of the learning outcomes. However, the students who learned using the teacher-centred approach statistically developed a higher level of objective and subjective learning outcomes compared to the students who learned using the student-centred approach. The findings also suggest that the relationship between entrepreneurship education and entrepreneurial intention mediates by learned skills.

The quasi-experimental design greatly improves the ability to make accurate claims about the impact of entrepreneurial education on entrepreneurship-related outcomes. Further, the study uses the implementation intention strategy in measuring the entrepreneurial intention. Thus, the study strongly supports for the view that implementation intention improves predictive validity of the behavioural intention within the framework of theory of planned behaviour by setting out in advance when, where, and how the goal will be achieved.

The main purpose of this paper is to examine the mediating role of psychological capital in the relationship between perceived psychological empowerment and employee satisfaction, normative organizational commitment and turnover intentions.

To test the proposed research model, the authors collected field data from seven telecommunication companies located in the Islamabad Capital Territory of Pakistan. Through a two-wave data collection design, a total of 411 participants reported their perceptions about psychological empowerment and psychological capital at Time 1 and their job satisfaction, normative organizational commitment and turnover intention at Time 2.

Results supported the hypothesized relationships, showing that psychological capital fully mediates the relationship between perceived psychological empowerment and employee job satisfaction, normative organizational commitment and turnover intention.

This study relied on cross-sectional data, which does not fully satisfy the conditions of establishing causality.

Results of this study will help organizations and practitioners to understand the importance of psychological empowerment and psychological capital and how they positively influence organizational performance, including employee job satisfaction, normative organizational commitment and turnover intention.

Drawing upon the self-determination theory of Deci and Ryan (2000), this study contributes to organizational behaviour literature by proposing and testing psychological capital as an underlying mechanism that can explain the impact of psychological empowerment on employee satisfaction, normative organizational commitment and turnover intention.

The purpose of this study is to examine the mediating effect of an owner’s growth goal on the relationship between the gender of new venture owners and the growth outcomes of their ventures.

This is a quantitative study using a large, national database and structural equation modeling.

The findings indicate that the negative relationship between gender and growth outcomes is fully mediated by the growth goals of new venture owners, their available internal resources and the amount of time and money they are able (prepared) to invest in their new venture.

The research implications include the need to better understand the impact of goal setting on new venture performance outcomes.

The government policies (for example, to stimulate firm growth) need to be designed by having a proper understanding of the various motives/goals that entrepreneurs might have when launching a new venture. Similarly, anyone providing advice to individuals involved in establishing a new venture should, before providing that advice, ensure that they have a clear understanding of the individual’s goals.

Social implications include a need to better understand the negative impact that lower available human and financial capital can have on the goals set by female new venture owners and the outcomes achieved by those ventures.

This research makes an original contribution to the literature by demonstrating: the impact of gender on human, social and financial capital; the influence of these resources on new venture goals; and, in turn, the influence of goals on new venture performance outcomes.

Social ventures are unique and important for society; yet, we know very little about their business models. The purpose of this paper is to: re-conceptualize extant business model frameworks so that they can analyze social ventures; identify the key characteristics of social ventures; and identify the typology of effective social venture business model configurations.

The paper uses resource dependence theory to make sense of extant business models and borrows from public administration literature to identify key characteristics and different configurations of social venture business models.

The paper re-conceptualizes business model frameworks as inter-organizational arrangements to cope with external resource dependence; this paper also identifies four key characteristics of social ventures, and develops a social venture business model typology based on these unique key characteristics and extant business model dimensions.

The typology may guide further social venture research, e.g. research on social venture business model creation, on social venture business model innovation, and on social change. Limitations and boundary conditions are discussed in the paper.

The research may further help social entrepreneurs to develop effective business models that meet the social and financial objectives.

The paper offers a novel reconceptualization of traditional business model frameworks, a unique set of key characteristics of social ventures, and a theoretical typology of effective social venture business model configurations.

The purpose of this study is to investigate employee trust in the leader as the underlying mechanism between transformational leadership and employees’ organizational identification and their continuous improvement efforts.

Survey data were collected from 282 employees, working in 8 different private and public sector organizations from the banking, higher education, telecommunications and health sectors in Pakistan. Structural equation modeling was used to test the study hypotheses.

The results support the hypothesized relationships showing that trust in the leader partially mediates the relationship of transformational leadership with organizational identification and continuous improvement efforts.

This study relied upon cross-sectional data, which does not satisfy the conditions to establish causality.

The results of this study will help organizations and practitioners to understand the importance of trust between transformational leaders and followers, which ultimately results in higher organizational identification and continuous improvement.

Using the broader framework of social exchange theory (Blau, 1964), this study contributes to the extant employee – organization relationship literature by proposing and testing trust in the leader as an underlying psychological mechanism that can explain the impact of transformational leadership on employees’ organizational identification and their continuous improvement efforts.

Why is self-employment an attractive option for certain seniors and what drives seniors into business start-ups? In this study, the motivations and preferences of senior entrepreneurs in Australia, to become self-employed, by means of business start-ups, are explored. The purpose of this paper is to provide empirical basis for policy implications.

A mixed methods study is conducted. Members of the National Senior’s Association in Australia were interviewed and surveyed. The semi-structured interviews identified the key factors influencing senior entrepreneurs in relation to self-employment and entrepreneurial choices at a later career stage. The survey collected information on intentionality, motivation, skills, opportunities, success, satisfaction, participation, barriers, benefits, education and training, and perceptions of policy support for senior entrepreneurs.

Respondents gave an account of the prevalence of pull factors motivating their choice of an entrepreneurial career. Multivariate statistical analysis of survey responses showed that senior entrepreneurs are more driven by opportunity than necessity and are primarily internally motivated.

Results of this study suggest a weak link between motivation by others and the act of start-up, but this may also imply that those seniors who are more likely to become entrepreneurs are more likely to ignore the impulses from their social context. This requires further investigation to ensure a robust identification of drivers and an elimination of contextual effects. Further research is suggested to compose a relevant model structure in different contexts and a representative sample to confirm the model outcomes.

This is the first mixed methods study of the antecedents of senior entrepreneurs’ start-up intentions in Australia. The study also uses entrepreneurial activity as opposed to intention as its dependent variable, which allows for a more accurate evaluation of antecedents to the senior entrepreneurship phenomenon.

The main purpose of this study is to examine the catalytic impact of perceptions of politics in organizations on the relationship between perceived unfairness and deviant behavior at work.

To test the proposed research model, the authors collected field data in a public sector university located in Islamabad Capital Territory, Pakistan. A two-wave questionnaire was distributed to 400 employees. In the first wave, the questionnaire was used to collect data on participants’ perceptions of perceived injustice and organizational politics. After two weeks, the second wave of data collection was conducted by sending another questionnaire to the same respondents to collect data on their organizational and interpersonal deviance.

Empirical findings revealed that perceived interactional injustice results in interpersonal deviance, and perceived distributive and procedural injustice results in organizational deviance. Moreover, the direct relationship between perceived injustice and deviant behaviors was stronger when the perception of politics factor was high.

To the best of the authors’ knowledge, this study is one of the first to test the detrimental effect of perception of politics on deviance in a public organization in Pakistan.

The purpose of this paper is to guide the formation and to determine the structure of new governmental entrepreneurial ventures based on the nature of the public goods and the need for an entrepreneurial orientation.

This paper is conceptual and is based on reviews of appropriate organizational structure and entrepreneurship, cases studies, and the authors' experiences.

Public or quasi‐public entities may need to change their organizational structure in order to act more entrepreneurially and to be more effective in accomplishing their missions. Propositions are raised to guide the development of new public or private enterprises and provide the basis for future research.

This paper is conceptual and needs to be tested empirically. Though other levels of government and countries were included, a major focus is on the US federal government.

This is the first published research on the topic of new enterprise government structures based on the nature of the goods and the requisite entrepreneurial orientation. It will help governmental and quasi‐governmental organizations in developing efficient and effective organizational structures.

It is ironic that in stressful economic times, when new ideas and positive behaviors could be most valuable, employees may not speak up, leading to reduced employee participation, less organizational learning, less innovation and less receptiveness to change. The supervisor is the organization's first line of defense against a culture of silence and towards a culture of openness. The purpose of this paper is to ask what helps supervisors to hear prosocial voice and notice defensive silence.

The authors conducted a cross‐sectional field study of 142 supervisors.

The results indicate that prosocial voice is increased by supervisor tension and trust in employees, while defensive silence is increased by supervisor tension but reduced by unionization of employees and trust in employees. This indicates that, as hypothesized by others, voice and silence are orthogonal and not opposites of the same construct.

The data are measured at one point in time, and further longitudinal study would be helpful to further understand the phenomena.

This research highlights the potential for supervisors in stressful situations to selectively hear voice and silence from employees.

This research also has implications for supervisors who work in a unionized environment. Although seemingly counter‐intuitive, there is a value to employee unionization in terms of either reducing the level of actual defensive silence, or at least reducing supervisors’ perceptions of defensive silence.

The paper adds to our knowledge of prosocial voice and defensive silence by testing supervisors’ perceptions of these constructs during difficult times. It provides valuable empirical insights to a literature dominated by conceptual non‐empirical papers. Limited research on silence might reflect how difficult it is to study such an ambiguous and passive construct as silence (often simply viewed as a lack of speech). The paper contributes also to trust literature by identifying its role in increasing supervisor's perceptions of prosocial voice and reducing perceptions of defensive silence.

Changes in the environment, including increased environmental complexity, require military supply units to employ a more adaptive strategy in order to enhance military agility. We extend the Lumpkin and Dess (1996) model and develop propositions that explore the interrelationships between/amongst entrepreneurial orientation (EO); opportunity recognition, evaluation and exploitation; environmental and organizational factors; and organizational performance. We propose that the innovativeness, proactiveness, and risk-taking dimensions of EO are of primary importance in identifying adaptive solutions and that these relationships are moderated by environmental factors. The autonomy and competitive aggressiveness dimensions of EO are important in implementing solutions as adaptive strategies, especially in a military context, and these relationships are moderated by organizational factors. This chapter extends existing theory developed primarily for the civilian sector to the military. Military organizations are more rigid hierarchical structures, and have different measures of performance. At an applied level, this research provides insights for military commanders that can potentially enhance agility and adaptability.