Examining the Creative Self-Efficacy, Goal Interdependence, and Satisfaction of New Venture Teams in the Board Game Industry

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
R. Gabrielle Swab ◽  
Aviel Cogan ◽  
Tobias Pret ◽  
David R. Marshall
Keyword(s):  
Self Efficacy ◽  
Social Cognitive ◽  
New Venture ◽  
Board Game ◽  
Goal Structures ◽  
Team Members ◽  
Social Interdependence ◽  
Goal Interdependence ◽  
Game Industry ◽  
Creative Self

Abstract This study theoretically and empirically examines the important role that goal structures play in new venture teams. Specifically, we examine how creative self-efficacy affects the satisfaction of team members through cooperative and competitive goal interdependence. Relying on social cognitive and social interdependence theories, we contend that new venture teams’ creative self-efficacy leads to higher team satisfaction because it promotes the perception of cooperative goal structures among team members. We test our theory on new venture teams in the independent board game industry. Results generally support our hypotheses and we discuss the implications for entrepreneurship research and practice.

Social-cognitive antecedents of new venture internationalization

2019 ◽  
Vol 14 (3) ◽  
pp. 462-479 ◽  
Author(s):  
Aleksandra Wasowska
Keyword(s):  
Self Efficacy ◽  
Social Cognitive ◽  
New Ventures ◽  
Foreign Market Entry ◽  
New Venture ◽  
International New Ventures ◽  
Actual Behavior ◽  
Positive Orientation ◽  
Content Type ◽  
New Venture Internationalization

Purpose The purpose of this paper is to investigate the social-cognitive antecedents of an entrepreneur’s internationalization intent and a firm’s behavior. Building on the insights of social-cognitive psychology, the author develops a conceptual model linking an entrepreneur’s positive orientation, self-efficacy beliefs, internationalization intent and actual behavior of the firm. Design/methodology/approach The author tests this model with a sample of 310 Polish firms (including 241 domestic and 69 international new ventures), drawing on data collected first in 2006 and then in 2007. Findings The author finds that self-efficacy mediates between positive orientation and internationalization intent, and that an entrepreneur’s internationalization intent predicts a firm’s behavior (i.e. foreign market entry). Moreover, firm age moderates the relationship between an entrepreneur’s positive orientation and internationalization propensity among new ventures. Research limitations/implications Overall, the findings demonstrate that social-cognitive theory is useful in predicting new venture internationalization. Practical implications Based on the findings, the author recommends that managerial education in international management combines the development of “formal” skills and cross-cultural competencies with experiential and vicarious learning. Originality/value The study combines insights from psychology and international business, thus responding to numerous calls for a more interdisciplinary and cognition-oriented focus on the international behavior of firms.

Implicit followership theory to employee creativity: The roles of leader–member exchange, self-efficacy and intrinsic motivation

2017 ◽  
Vol 25 (1) ◽  
pp. 81-95 ◽  
Author(s):  
Ming Kong ◽  
Haoying Xu ◽  
Aiqin Zhou ◽  
Yue Yuan
Keyword(s):  
Intrinsic Motivation ◽  
Organizational Behavior ◽  
Social Exchange ◽  
Self Efficacy ◽  
Social Exchange Theory ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Leader Member Exchange ◽  
Member Exchange ◽  
Creative Self

AbstractLeaders’ implicit followership theory describes leaders’ personal assumptions about the traits and behaviors that characterize followers. Unlike traditional organizational behavior research, studies on leaders’ implicit followership theory can deepen our understandings of ‘how leaders and followers perceive, decide and take action’ from follower-centric perspective. Adopting 267 follower–leader dyads from 16 Chinese enterprises as our final sample, we found that: (1) positive leaders’ implicit followership theory had significant positive effect on followers’ creativity; (2) followers’ leader–member exchange with leader, intrinsic motivation and creative self-efficacy mediated the positive relationship between positive leaders’ implicit followership theory and followers’ creativity; (3) no significance difference was found between the mediating effects of leader–member exchange, intrinsic motivation and creative self-efficacy. The current study not only extended the application of social cognitive theory in leadership research, but also made contributions to the enrichment of social exchange theory and componential theory of creativity.

scholarly journals The Use of Rewards to Stimulate Employee Creativity: The Mediating Moderation Role of Job Satisfaction and Creative Self-Efficacy

2021 ◽  
Vol 04 (05) ◽  
Author(s):  
Racheal Amoah ◽  
Keyword(s):  
Job Satisfaction ◽  
Self Efficacy ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Mediation Model ◽  
Employee Creativity ◽  
Moderated Mediation Model ◽  
Interactionist Perspective ◽  
Creative Self

This paper tested the moderated mediation model of intrinsic for creativity to explore the effects of intrinsic creativity on employee creativity. Using 320 supervisor-employee dyads of four educational institutes in Ghana. The results indicate that job satisfaction mediated the positive linkage between intrinsic rewards for creativity and employee creativity. By integrating social cognitive theory and the interactionist perspective, we further recognized that creative self-efficacy could serve as a personal moderator in the linkage between job satisfaction and employee creativity. As the level of creative self-efficacy rose, the linkage between job satisfaction and employee creativity became stronger. The theoretical and practical implications of these results are also discussed.

Exploring Traditional and Virtual Team Members’ “Best Practices”

2007 ◽  
Vol 38 (1) ◽  
pp. 60-97 ◽  
Author(s):  
D. Sandy Staples ◽  
Jane Webster
Keyword(s):  
Best Practices ◽  
Virtual Teams ◽  
Self Efficacy ◽  
Social Cognitive ◽  
Cognitive Theory ◽  
Empirical Support ◽  
Virtual Team ◽  
Team Members ◽  
Differential Outcomes ◽  
Modeling Practices

Social cognitive theory is used to develop a research model that was tested by examining employees’ experiences of being a member in a traditional or virtual team. A self-efficacy for teamwork measure was developed based on best practices identified through case studies and existing literature. Then a survey of team members demonstrated that self-efficacy for teamwork is influenced by fellow team members’ modeling practices and relates strongly to a team member’s perceptions of effectiveness. Differential outcomes for traditional and two types of technology-supported virtual teams (distributed and hybrid) were found: Self-efficacy for teamwork was more important in virtual teams, providing empirical support for the importance of the best practices in this context.

An alter-centric perspective on employee innovation: The importance of alters’ creative self-efficacy and network structure.

2017 ◽  
Vol 102 (9) ◽  
pp. 1360-1374 ◽  
Author(s):  
Travis J. Grosser ◽  
Vijaya Venkataramani ◽  
Giuseppe (Joe) Labianca
Keyword(s):  
Network Structure ◽  
Self Efficacy ◽  
Creative Self

Effects of Leadership Self-Efficacy on Goal Structures

2005 ◽  
Author(s):  
Thomas D. Kane ◽  
Leighann E. Volentine ◽  
Philip T. Walmsley ◽  
Kimberlee M. Kassel ◽  
Michael J. McCormick
Keyword(s):  
Self Efficacy ◽  
Goal Structures

Institutional Environment, Entrepreneurial Self-Efficacy and Entrepreneurial Intention of Company Employees

1970 ◽  
Vol 3 (1) ◽  
pp. 1-9
Author(s):  
Devi Angrahini Anni Lembana ◽  
Yu Yu Chang ◽  
Wen Ke Liang
Keyword(s):  
Self Efficacy ◽  
Institutional Environment ◽  
Practical Experience ◽  
Entrepreneurial Intention ◽  
Entrepreneurial Intentions ◽  
New Venture ◽  
Hierarchical Regression ◽  
Market Demand ◽  
Extrinsic Factors ◽  
Intrinsic Factors

From the intentionality-based view, individuals' actual behaviors to initiate a new venture is driven by their entrepreneurial intentions. Company employees have accumulated professionalism and practical experience, which both enable them to discover some unmet market demand and industrial gaps. However, in establishing a new business, not everyone with certain knowledge or expertise has the desire to become an entrepreneur. Prior research has shown that entrepreneurial intentions are under the profound influences of intrinsic factors and extrinsic factors. On the one hand, entrepreneurial self-efficacy is one of the key psychological states that makes someone dare to initiate entrepreneurial activities. Institutional environment, on the other hand, can either enhance and hinder an individuals' entrepreneurial motivation by offering incentives or causing barriers. Little work has been done to understand how the institutional environment and entrepreneurial self-efficacy jointly affect company employees' intention to quit their job and start an enterprising career. By using hierarchical regression on a sample of 325 Indonesian company employees, this paper shows that the entrepreneurial cognition and entrepreneurial self-efficacy are positively related to employees' entrepreneurial intentions. Also, entrepreneurial self-efficacy strengthens the effect of normative Approval on entrepreneurial intention, whereas the regulatory Support from Government is detrimental to company employees' intention to start a new venture regardless the entrepreneurial self-efficacy is high or low.

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