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Article
Publication date: 23 September 2022

Anil Boz Semerci

This study highlights the business failure experienced in pandemic times, its impact on entrepreneurs' perception of failure and the reciprocal relationship between…

Abstract

Purpose

This study highlights the business failure experienced in pandemic times, its impact on entrepreneurs' perception of failure and the reciprocal relationship between entrepreneurs' perception of failure and individual ambidexterity.

Design/methodology/approach

The study provides empirical evidence on interpreting the long-term outcomes of business failure in pandemic times and develops a deeper insight by utilizing a two-year research design (time 1: 2020 and time 2: first half of 2021). It draws on data from 200 entrepreneurs who experienced business failure in the coronavirus disease 2019 (COVID-19) pandemic times which is a global crisis.

Findings

The results revealed that both challenge and hindrance appraisals of failure are associated with individual ambidexterity over time. Self-efficacy and social valuation of re-entry decisions are mediators between hindrance appraisal and individual ambidexterity on both time 1 and time 2. Moreover, there is a positive reciprocal relationship between self-efficacy and ambidexterity throughout the two time periods. In regard to participants' current employment status, hindrance appraisal, self-efficacy and perceptions of ambidexterity linkages were found to be significantly different in terms of unemployment and employment.

Originality/value

To the best of the author's knowledge, it is the first time that the individual ambidexterity of failed entrepreneurs was explored after hard times in the pandemic. It comprehensively helps to understand the importance of cognitive appraisal of hard times and identifies the perceptional and behavioral consequences of failure in entrepreneurship.

Details

Journal of Organizational Change Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 5 September 2022

Eko Suhartanto

Drawing on the social cognitive theory, this research examines the relationship of perceived parental support factors and the next-generation succession intention in the…

Abstract

Purpose

Drawing on the social cognitive theory, this research examines the relationship of perceived parental support factors and the next-generation succession intention in the family business regarding the mediating effect of family business self-efficacy factors.

Design/methodology/approach

This study uses the structural equation modelling method to analyse 16,521 cases from the global university entrepreneurial students' spirit survey (GUESSS) 2018 project.

Findings

This study provides evidence that parental support can influence the family business self-efficacy of the next-generation members, leading to succession intention of the family business. However, having high self-efficacy towards non-family members does not necessarily increase next-generation members' intention to engage in family business succession.

Research limitations/implications

This research lacks information about the next-generation's perception of parental psychological control, which is needed to examine the model of next-generation engagement more comprehensively in the family business.

Originality/value

Attempting to complement the family business literature, this study provides evidence about the determinants of next-generation members' succession intention and extends prior discussions on family business self-efficacy.

Details

Journal of Family Business Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2043-6238

Keywords

Article
Publication date: 12 September 2022

Qixing Yang, Quan Chen, Jingan Wang and Ruiqiu Ou

This study has two objectives: to explore the factors that influence student self-efficacy regarding engagement and learning outcomes in a business simulation game course…

Abstract

Purpose

This study has two objectives: to explore the factors that influence student self-efficacy regarding engagement and learning outcomes in a business simulation game course and to compare the difference between hierarchical and general teaching methods.

Design/methodology/approach

From September 2021 to May 2022, a questionnaire was administered to 126 students in a business simulation game course at the Zhongshan Institute, University of Electronic Science and Technology of China. Data were analyzed using nonparametric paired samples tests and linear regression.

Findings

The results showed that student self-efficacy, engagement and learning outcomes were significantly higher with the hierarchical teaching method than with the general teaching method. There were also differences in the factors that influenced self-efficacy regarding learning outcomes between the two teaching methods. With the general teaching method, student self-efficacy did not directly affect learning outcomes, but did so indirectly by mediating the effect of engagement. However, with the hierarchical teaching method, self-efficacy directly and significantly affected learning outcomes, in addition to indirectly affecting learning outcomes through student engagement.

Research limitations/implications

Compared with the control group experimental research method, the quasi-experimental research method can eliminate the influence of sample heterogeneity itself, but the state of the same sample may change at different times, which is not necessarily caused by the hierarchical teaching design.

Practical implications

Based on the results of this study, teachers can apply hierarchical teaching according to student ability levels when integrating business simulation games. The results of this study can inspire teachers to protect student self-confidence and make teaching objectives and specific requirements clear in the beginning of the course, and also provide an important practical suggestion for students on how to improve their course performance.

Social implications

The research results can be extended to other courses. Teachers can improve students' self-efficacy through hierarchical teaching design, thus improving students' learning performance and also provide reference value for students to improve their learning performance.

Originality/value

This study built a model based on self-system model of motivational development (SSMMD) theory, comparing factors that affect student self-efficacy regarding learning outcomes under different teaching methods. The model enriches the literature on SSMMD theory as applied to business simulation game courses and adds to our understanding of hierarchical teaching methods in this field. The results provide a valuable reference for teachers that can improve teaching methods and learning outcomes.

Details

Library Hi Tech, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0737-8831

Keywords

Article
Publication date: 16 September 2022

Anita Sarkar

The purpose of the study was to examine the impact of both work and non-work domain contextual factors (family support, workplace social support, mentoring support…

Abstract

Purpose

The purpose of the study was to examine the impact of both work and non-work domain contextual factors (family support, workplace social support, mentoring support, networking and visible assignment) on the general self-efficacy (GSE) of women leaders in India. Also, we tried to explore whether GSE is connected to women leaders' career aspirations.

Design/methodology/approach

This is a survey-based study where data was collected and analysed from 145 women leaders working in a large public sector organisation in India.

Findings

Results suggest that except for workplace social support, all other factors have a significant positive impact on the GSE of women leaders. GSE is also significantly associated with women leaders' career aspirations.

Originality/value

Uniqueness of the article is that we have empirically tested the enablers and deterrents of women leadership in the GSE context, taking note of both work and non-work domains of women leaders. The implications of the results for women's leadership development have been detailed.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 11 December 2020

This study has two purposes. Firstly, it aims to investigate whether self-efficacy constitutes one of the mechanisms by which transformational leadership impacts on…

670

Abstract

Purpose

This study has two purposes. Firstly, it aims to investigate whether self-efficacy constitutes one of the mechanisms by which transformational leadership impacts on employee positivity in reacting to change. Secondly, it aims to investigate whether the extent of change moderates the relationship between transformational leadership, self-efficacy and reactions to change. This study also explores the possibility that when the extent of change is higher, the effectiveness of transformational leadership may be lower.

Design/methodology/approach

This study used a sample of employees where the organization was going through significant change. Employee ratings on specific scales were used to measure transformational leadership, self-efficacy, affective commitment to organizational change, and intention to support change. A cumulative change index was used to assess the number of changes employees had experienced during the change process.

Findings

The results confirmed hypothesis 1 that transformational leadership was related to affective commitment and intention to support change and this was to a high level of statistical significance. Testing hypothesis 2 that self-efficacy mediated the effect of transformational leadership on commitment and intention to support change indicated that self-efficacy did mediate in this relationship confirming both hypothesis 2a and 2 b. The results did not support hypothesis 3a, with no significant interaction effect showing that the interaction between transformational leadership and self-efficacy did not differ between low versus high extent of change. However, the results did support hypothesis 3 b with the strength of the positive relationship between self-efficacy and reactions to change differing across high versus low extent of change. For both affective commitment and intention to support change, the interaction of self-efficacy and change index was significant.

Research limitations/implications

Current weaknesses in the transformational leadership research include: a bias towards heroic leadership and away from collective and shared process of leadership, the underlying processes have not been clearly identified, lack of precision about situational variables that may impact on these processes. This paper does not address the first weakness.

Practical implications

Self-efficacy gains importance when the extent of change is high. The results suggest that change managers should adopt a transformational style of leadership to enhance recipients’ self-efficacy to generate positive attitudes and behaviours during change. They also suggest the selection and training of managers in transformational leadership attributes and also the inclusion of this in the monitoring of managers’ behaviours in post. The research outlined in this paper makes a significant contribution to an organization’s capacity to achieve change, particularly when the extent of change is high.

Social implications

This research provides ways in which organizations can better achieve change through positive processes.

Originality/value

Transformational leadership can create a vision of the future and inspire followers to work to achieve it and to build hope and confidence for the future. This can prevent or overcome resistance to or reluctance about change. Lack of alignment of values between employees and the organization can result in change failure. This paper provides original insight into how change can be achieved by transformational leadership building self-efficacy.

Details

Development and Learning in Organizations: An International Journal, vol. 35 no. 5
Type: Research Article
ISSN: 1477-7282

Keywords

Open Access
Article
Publication date: 2 September 2022

Federica Morandi, Simona Leonelli and Fausto Di Vincenzo

Self-efficacy, or a person’s belief in his/her ability to perform specific tasks, has been correlated with workplace performance and role adjustments. Despite its…

Abstract

Purpose

Self-efficacy, or a person’s belief in his/her ability to perform specific tasks, has been correlated with workplace performance and role adjustments. Despite its relevance, and numerous studies of it in the management literature, evidence regarding its function in professionals employed in hybrid roles, such as doctor-managers, is lacking. The aim of this study was to fill this gap by exploring the mediating effect of physicians’ managerial attitude on the relationship between their self-efficacy and workplace performance.

Design/methodology/approach

Primary and secondary data from 126 doctor-managers were obtained from the Italian National Health Service. A structural equation modeling approach was used for analysis.

Findings

This study’s results provide for the first time empirical evidence about a surprisingly little-analyzed topic: how physicians’ managerial attitude mediates the relationship between their self-efficacy and workplace performance. The study offers important evidence both for scholars and organizations.

Practical implications

This study’s results provide valuable input for the human resources management of hybrid roles in professional-based organizations, suggesting a systematic provision of feedback about doctor-managers’ performance, the adoption of a competence approach for their recruitment, and a new design of doctor-managers’ career paths.

Originality/value

The authors provide new evidence about the importance of managerial traits for accountable healthcare organizations, documenting that behavioral traits of physicians enrolled into managerial roles matter for healthcare organizations success.

Details

Journal of Health Organization and Management, vol. 36 no. 7
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 8 July 2022

Eun-Jeong Ko and Jiyun Kang

This study aims to understand how social experience influences social entrepreneurial (SE) intentions through different types of self-referent beliefs and how gender…

Abstract

Purpose

This study aims to understand how social experience influences social entrepreneurial (SE) intentions through different types of self-referent beliefs and how gender affects this mechanism.

Design/methodology/approach

To test this study’s conceptual model, the authors conducted an online survey and recruited respondents via Amazon’s Mechanical Turk. This study’s analysis is based on 743 responses. This study used structural equation modeling to test the main hypotheses, conducted decomposition tests using the bootstrapping method to test mediation effects via self-referent beliefs and executed multi-group analyses to examine gender-moderated mediation effects.

Findings

The results confirm that social experience significantly influences all three types of self-referent beliefs (entrepreneurial self-efficacy, SE self-efficacy and self-esteem). Furthermore, the mediating relationship across social experience, self-efficacies, and SE intentions is moderated by gender, as the relationships between social experience and self-efficacies are stronger for women than for men.

Originality/value

A clear gender gap exists in the way how social experience affects perceptual variables (self-referent beliefs), providing a practical suggestion to reduce the perceptual gender gap in social entrepreneurial contexts. This study also reveals the mediating mechanism across social experience, self-efficacies and SE intentions, also highlighting the importance of domain specific self-efficacies. This study’s findings support and extend Milliken’s (1987) framing of three distinct types of uncertainty to explain how individuals form SE intentions.

Details

Gender in Management: An International Journal , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 28 June 2022

Dedong Wang, Xiaoru Zhao and Kangning Zhang

The increasingly uncertain and unstable factors in the internal and external environments of megaprojects lead to more potential crises and challenges, hence increasing…

Abstract

Purpose

The increasingly uncertain and unstable factors in the internal and external environments of megaprojects lead to more potential crises and challenges, hence increasing the importance of improving organizational resilience. This study aimed to explore the effects of transformational leadership and employee self-efficacy on organizational resilience from a leader–employee perspective.

Design/methodology/approach

By combining the perspectives of leaders and employees, this study constructed a development mechanism of the organizational resilience of megaprojects. Organizational climate and organizational learning were selected as two organizational resources to study the mediating roles of leaders and employees. A partial least-squares structural equation model was used to test the hypotheses based on data collected from 243 respondents.

Findings

Results show that transformational leadership and employee self-efficacy positively affect organizational resilience and organizational resources. Organizational learning positively mediates the effects of leader–employee factors on organizational resilience, whereas organizational climate does not.

Originality/value

This study verifies the positive role of transformational leadership and employee self-efficacy in organizational resilience and reveals the development mechanism of using organizational resources to build organizational resilience. This paper enlightens project managers and employees on how to well respond to the uncertainty and complexity of megaprojects.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 23 May 2022

Lütfi Sürücü, Ahmet Maslakçi and Harun Sesen

This article aims to examine the relationship between transformational leadership and job performance on the basis of social exchange theory and perceived organizational…

Abstract

Purpose

This article aims to examine the relationship between transformational leadership and job performance on the basis of social exchange theory and perceived organizational support theory. The article also attempts to examine the mediating role of self-efficacy and the moderated mediation role of leader support in this relationship.

Design/methodology/approach

In this article, a self-report survey was collected from 524 employees and Process Macro to SPSS-23 was used to test the hypotheses.

Findings

The article found that transformational leadership has a positive effect on job performance and that self-efficacy plays a mediating role in this relationship. The article also determined that leader support has a moderated mediation role on the effect of transformational leadership on job performance through self-efficacy.

Originality/value

The research findings broaden the existing literature on transformational leadership and job performance by proposing an alternative model of how and under what conditions transformational leadership can affect job performance, and enrich the understanding of the conditions in which transformational leadership affects job performance. Although previous research provides a theoretical framework that connects the variables included in the research, there is no study in the literature that empirically confirms the proposed model. Thus, the authors' research is a pioneering attempt to test that relationship.

Details

Baltic Journal of Management, vol. 17 no. 4
Type: Research Article
ISSN: 1746-5265

Keywords

Book part
Publication date: 13 November 2006

Dennis Schmidt and Rex Karsten

This study investigates the influence of tax research self-efficacy on tax research performance for a group of novice tax accountants. Tax research self-efficacy is a…

Abstract

This study investigates the influence of tax research self-efficacy on tax research performance for a group of novice tax accountants. Tax research self-efficacy is a judgment of one's ability to perform the specific tasks necessary to solve tax problems. Theory predicts that self-efficacy will be positively associated with task performance and people's ability to cope with task difficulty. We tested this notion using a computer-based experimental approach to determine if novices with different levels of tax research self-efficacy perform differently when conducting a series of tax research tasks under difficult conditions. Our results, after controlling for certain performance-influencing factors, indicate that tax research self-efficacy is a significant predictor of tax research performance for novice tax accountants. This finding provides evidence of the construct validity of the tax research self-efficacy scale developed by Schmidt and Karsten (2000) and adds to our understanding of the factors that influence tax research performance.

Details

Advances in Taxation
Type: Book
ISBN: 978-1-84950-464-5

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