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  • 1
    Online Resource
    Online Resource
    Emerald ; 2009
    In:  International Journal of Entrepreneurial Behavior & Research Vol. 15, No. 5 ( 2009-08-07), p. 398-414
    In: International Journal of Entrepreneurial Behavior & Research, Emerald, Vol. 15, No. 5 ( 2009-08-07), p. 398-414
    Type of Medium: Online Resource
    ISSN: 1355-2554
    Language: English
    Publisher: Emerald
    Publication Date: 2009
    detail.hit.zdb_id: 1447640-X
    SSG: 3,2
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  • 2
    Online Resource
    Online Resource
    Emerald ; 2009
    In:  International Journal of Entrepreneurial Behavior & Research Vol. 15, No. 5 ( 2009-08-07), p. 497-517
    In: International Journal of Entrepreneurial Behavior & Research, Emerald, Vol. 15, No. 5 ( 2009-08-07), p. 497-517
    Type of Medium: Online Resource
    ISSN: 1355-2554
    Language: English
    Publisher: Emerald
    Publication Date: 2009
    detail.hit.zdb_id: 1447640-X
    SSG: 3,2
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  • 3
    Online Resource
    Online Resource
    Emerald ; 2009
    In:  International Journal of Entrepreneurial Behavior & Research Vol. 15, No. 5 ( 2009-08-07), p. 473-496
    In: International Journal of Entrepreneurial Behavior & Research, Emerald, Vol. 15, No. 5 ( 2009-08-07), p. 473-496
    Type of Medium: Online Resource
    ISSN: 1355-2554
    Language: English
    Publisher: Emerald
    Publication Date: 2009
    detail.hit.zdb_id: 1447640-X
    SSG: 3,2
    Location Call Number Limitation Availability
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  • 4
    Online Resource
    Online Resource
    Emerald ; 2009
    In:  International Journal of Entrepreneurial Behavior & Research Vol. 15, No. 5 ( 2009-08-07)
    In: International Journal of Entrepreneurial Behavior & Research, Emerald, Vol. 15, No. 5 ( 2009-08-07)
    Type of Medium: Online Resource
    ISSN: 1355-2554
    Language: English
    Publisher: Emerald
    Publication Date: 2009
    detail.hit.zdb_id: 1447640-X
    SSG: 3,2
    Location Call Number Limitation Availability
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  • 5
    Online Resource
    Online Resource
    Emerald ; 2021
    In:  International Journal of Entrepreneurial Behavior & Research Vol. 27, No. 4 ( 2021-05-27), p. 1082-1102
    In: International Journal of Entrepreneurial Behavior & Research, Emerald, Vol. 27, No. 4 ( 2021-05-27), p. 1082-1102
    Abstract: The dichotomy of views on “arts for arts sake” and “art must meet commerce” elicits the clash about how creative entrepreneurs encounter the dilemma of fulfilling personal satisfaction and chasing entrepreneurial aspiration along the entrepreneurial process. It is argued whether or not creative entrepreneurs can integrate artistic creativity and entrepreneurial alertness to disentangle the conflict and tension between art and commerce in the guanxi embedded culture context. The complex guanxi ties of creative entrepreneurs identified as bonding ties with families, bridging ties with friends and social ties with colleagues are presumed to activate personal and social values. Design/methodology/approach The research design consists of two stages: face-to-face interviews and empirical survey. A total of four successful local creative entrepreneurs in craft arts were interviewed and asked questions related to their source of creative inspiration, market alertness and value creation. Findings derived from interviews enrich the questionnaire development of the empirical survey. The survey was conducted to realize the social phenomenon of creative entrepreneurs' guanxi, cognitive process and satisfaction with Taiwan's creative industry context. In total, 318 creative entrepreneurs’ responses were collected and analyzed by using structural equation modeling (SEM). Findings Results suggest that guanxi networks lead to the acquisition of various social resources that are conducive to alertness in entrepreneurial opportunities and stimulate artistic creativity, which in turn gratify creative entrepreneurs' senses of entrepreneurial satisfaction with life, work and social contribution, as well as achieve higher entrepreneurial aspiration, perceived as social recognition and meaning of work. Practical implications Results of this study enrich the understanding of creative entrepreneurs and their awareness of balancing opportunity alerting and artistic creativity while starting creative businesses. Diverseness and closeness of guanxi networks can fill the gap between art and market and further pave the way to winning aspiration. Originality/value This paper advances the existing literature on creative entrepreneurship by adopting guanxi network theory to explore entrepreneurs' cognitive process in the linkage of artistic creativity and entrepreneurial alertness and their mediating effects on perceived entrepreneurial satisfaction and aspiration.
    Type of Medium: Online Resource
    ISSN: 1355-2554
    Language: English
    Publisher: Emerald
    Publication Date: 2021
    detail.hit.zdb_id: 1447640-X
    SSG: 3,2
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  • 6
    Online Resource
    Online Resource
    Emerald ; 2009
    In:  International Journal of Entrepreneurial Behavior & Research Vol. 15, No. 5 ( 2009-08-07), p. 453-472
    In: International Journal of Entrepreneurial Behavior & Research, Emerald, Vol. 15, No. 5 ( 2009-08-07), p. 453-472
    Abstract: The purpose of this paper is to investigate the effects of relational embeddedness on entrepreneurship in Taiwanese subsidiaries in China that are facing an uncertain and emerging environment. Design/methodology/approach First, four case studies are conducted to modify theoretical concepts and measuring instruments to fit them into the entrepreneurial context of multinational subsidiaries in a transitional economy. In the second stage, a survey is conducted to examine the associations between relational embeddedness and subsidiary entrepreneurship. A total of 265 executive officers, which is approximately 29 percent of 922 managers in the mailing list, reply to the questionnaire on their subsidiaries. Findings This study finds that subsidiary entrepreneurship has an inverse U‐shaped relationship with regards to customer or supplier relational embeddedness, a positive relationship with corporate relational embeddedness and no relationship with government relational embeddedness. Originality/value Based on this study of Taiwanese subsidiaries operating in China there is an inverse‐U‐shaped link between relational embeddedness and customers and suppliers. Hence, this study confirms that over‐embeddedness with customers or suppliers negatively influences subsidiary entrepreneurship.
    Type of Medium: Online Resource
    ISSN: 1355-2554
    Language: English
    Publisher: Emerald
    Publication Date: 2009
    detail.hit.zdb_id: 1447640-X
    SSG: 3,2
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  • 7
    Online Resource
    Online Resource
    Emerald ; 2019
    In:  Management Research Review Vol. 43, No. 2 ( 2019-08-09), p. 166-184
    In: Management Research Review, Emerald, Vol. 43, No. 2 ( 2019-08-09), p. 166-184
    Abstract: Building on the conservation of resource theory, the authors posit work-life support as an essential resource for middle managers. This paper aims to explore the positive association between work-life support, positive emotion, job satisfaction and happiness. The paper also assesses the moderating role of work pressure on work-life support and positive emotion relationship on the one hand and flextime on positive emotion and job satisfaction on the other. Design/methodology/approach Data collected from 512 middle managers of small and medium-sized firms including manufacturing, service and finance sectors in Taiwan were used to test the hypotheses. Findings The results reveal that work pressure strengthens the effect of work-life support on positive emotions, whereas time flexibility weakens the effect of positive emotion on job satisfaction. Work-life support positively influences happiness through the intervening variables of positive emotion and job satisfaction. Practical implications The paper highlights the importance of creating a positive work environment, as empowering middle managers with work-life support can help them handle work pressure and work-life conflict. The negative influence of flextime on positive emotion and job satisfaction highlights the need for effective handling of flextime. Originality/value This paper examines the work-life support and happiness of middle managers in the Chinese cultural context which has been under-explored. This paper expands the external validity of previous research results of Western samples by finding the positive influence of work pressure on work-life fit and positive emotion and negative influence of flextime on positive emotion and job satisfaction link.
    Type of Medium: Online Resource
    ISSN: 2040-8269 , 2040-8269
    Language: English
    Publisher: Emerald
    Publication Date: 2019
    detail.hit.zdb_id: 2538372-3
    SSG: 3,2
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  • 8
    Online Resource
    Online Resource
    Emerald ; 2018
    In:  Education + Training Vol. 60, No. 7/8 ( 2018-08-23), p. 781-799
    In: Education + Training, Emerald, Vol. 60, No. 7/8 ( 2018-08-23), p. 781-799
    Abstract: Based on group development theories, the purpose of this paper is to evaluate student’s team behavior during different stages of team development. Design/methodology/approach A time-lagged survey method was used to collect data over a period of 18 weeks from 40 undergraduate students enrolled in an entrepreneurship course. Hierarchical linear regression and structural equation modeling were used for analysis. Findings Findings reveal that during the early stages of team development, a leader with an entrepreneurial approach directed student’s team behavior proactively. Analysis showed that lower level of task conflict strengthened the impact of leadership on team cohesion. It was also found that during the pre-final stages, students demonstrated knowledge-sharing behavior once they were characterized by team cohesion. Research limitations/implications Data were collected from student teams, which may not generalize to organizational teams. Social implications This research presents first of the few empirical studies investigating the above-mentioned interrelationships and provides insights on the order of events that contribute to perceived team performance. An attempt was also made to extend the group theories by exploring the effects of leadership on task conflict. Originality/value Showcasing the dynamics of student’s team behavior during the different stages of team development, this study highlights the importance of teamwork to students and provides useful insights to course facilitators and teachers. In light of the results, educators should take account of team dynamics when designing effective teaching methods and incentives.
    Type of Medium: Online Resource
    ISSN: 0040-0912
    Language: English
    Publisher: Emerald
    Publication Date: 2018
    detail.hit.zdb_id: 1502392-8
    SSG: 3,2
    SSG: 5,3
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  • 9
    Online Resource
    Online Resource
    Emerald ; 2017
    In:  International Journal of Entrepreneurial Behavior & Research Vol. 23, No. 6 ( 2017-10-16), p. 934-951
    In: International Journal of Entrepreneurial Behavior & Research, Emerald, Vol. 23, No. 6 ( 2017-10-16), p. 934-951
    Abstract: Cognition, conflict and cohesion constitute an inseparable body of group dynamics in entrepreneurial teams. There have been few studies of how entrepreneurial team members interact with each other to enhance venture performance. The purpose of this paper is to develop and test a model that explains the trinity of cognition, conflict and cohesion in terms of social interaction between entrepreneurial team members. Design/methodology/approach Drawing upon the existing literature concerning entrepreneurial teams, the hypothesized model posits that shared cognition influences team cohesion through the mediating effects of intra-team conflicts. The model also postulates that team cohesion is positively associated with new venture performance and entrepreneurial satisfaction. Structural equation modeling is used to test the hypothesized model, using data that were collected from 203 entrepreneurial teams from technology-based companies in Taiwan. Findings The results show that shared cognition in entrepreneurial team members maintains team cohesion by restraining conflict and that team cohesion has a positive influence on entrepreneurial members’ satisfaction and new venture profitability. Practical implications The leader of a new venture team must endeavor to improve shared cognition between entrepreneurial members. To strengthen shared cognition, the leader can hold formal workshops to build consensus, informal meetings to share views, or use social media to enhance common understanding. Originality/value This paper verifies the connections between shared cognition, conflicts and cohesion in entrepreneurial teams in predicting new venture success and highlights the importance of cultivating a shared cognition in an entrepreneurial team to manage conflicts.
    Type of Medium: Online Resource
    ISSN: 1355-2554
    Language: English
    Publisher: Emerald
    Publication Date: 2017
    detail.hit.zdb_id: 1447640-X
    SSG: 3,2
    Location Call Number Limitation Availability
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  • 10
    Online Resource
    Online Resource
    Emerald ; 2009
    In:  International Journal of Entrepreneurial Behavior & Research Vol. 15, No. 5 ( 2009-08-07), p. 436-452
    In: International Journal of Entrepreneurial Behavior & Research, Emerald, Vol. 15, No. 5 ( 2009-08-07), p. 436-452
    Abstract: The purpose of this paper is to develop an understanding of the effects of existing capabilities, by exploration and exploitation, on the choice between internal corporate venturing and external corporate venturing. Design/methodology/approach Data from 259 Taiwanese firms in the information technology (IT) sector are collected. The study period is four years: 2003 to 2006. Information on corporate financial data and new ventures from the Taiwan Economic Journal (TEJ) database are collected, as well as patent information from the Taiwan Intellectual Property Office (TIPO). Poisson regression is used to test the hypotheses. Findings There exists a positive relationship between a firm's existing capabilities and corporate venturing activities. The findings indicate that exploration is a better predictor of internal corporate venturing, while exploitation is better at predicting external corporate venturing. Research limitations/implications Empirical results are derived from a sampling of information technology firms in Taiwan thus raising issues about their generalizability to other empirical contexts. Practical implications That internal and external corporate venturing could be complementary is clarified; meaning that each could contribute to a particular type of strategic renewal. For firms that engaged much more in exploration, internal corporate venturing is a better for growth than external corporate venturing; it can leverage existing technologies and keep valuable breakthrough technologies in‐house. In contrast, for firms that focus much more on exploitation, learning externally is a better renewal strategy than venturing internally; it can access and integrate resources trans‐organizationally to create novelty that may serve as avenues for further growth. Originality/value This is the first study that compares the effects of exploration and exploitation with regard to the decision to engage in internal or external corporate venturing.
    Type of Medium: Online Resource
    ISSN: 1355-2554
    Language: English
    Publisher: Emerald
    Publication Date: 2009
    detail.hit.zdb_id: 1447640-X
    SSG: 3,2
    Location Call Number Limitation Availability
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