How coaching services help early stage entrepreneurs: an exploration of gender differences

PurposeEntrepreneurial support organizations, such as business incubators and accelerators (BIAs), provide coaching as a core element of their service offering for startups. Yet little is known about how coaching creates value from the entrepreneur's perspective. This is an important issue given that entrepreneurship is recognized as a gendered phenomenon. The purpose of this article is to explore how the coaching services provided during incubation create value for men and women entrepreneurs.Design/methodology/approachFocusing on university business incubators, our comparative qualitative study of 18 men and women entrepreneurs takes a grounded theorizing approach, and draws abductively on entrepreneurial learning theory, to explore the dimensions of coaching services that support venture development and explain gender differences.FindingsThe emergent explanatory model suggests that venture development is supported by coaching service design (at the incubator level) and by coaching content and rapport (at the entrepreneur-coach dyad level). Gender differences were observed in the emphasis placed on accessibility of coaching services provided by the incubator and the guidance provided by the coaches. We theorize that these findings reflect differences in entrepreneurial learning.Practical implicationsTo better support entrepreneurial learning, gender differences should be considered in both the design and delivery of coaching services.Originality/valueOur findings provide deeper insight about how coaching services create value for entrepreneurs by revealing explanatory dimensions at two levels of analysis and theorizing the interrelationship between entrepreneurial learning, gender and venture development.

International Dynamic Marketing Capabilities of Emerging-Market Small Business on E-commerce

For better export marketing strategies (EMS), companies mobilize their internal resources, which are managerial commitment, firm experience, and product uniqueness. However, Small businesses with constrained resources cannot be well explained with this view. So, more research on how small business come up with EMS have been called for. To explain how resource-restricted firms which rely heavely on entrepreneur, this study adopted the concept of dynamic managerial capabilities (DMCs) and resource versatility to better explain small business exports. We analyzed small businesses in Mongolia with qualitative research methods, including interviews with entrepreneurs and support organizations, site visits, and group discussions. We suggest international dynamic marketing capabilities (IDMCs), which are entrepreneurial orientation, networking capability, and versatile dynamic capability for small business. Theoretical and managerial implications are discussed.

Influential Indicators and Measurements of Mediating and Moderating Roles on SME Performance

Overcoming the failure of SMEs has been an important research topic. The critical research finding is that it has verified the essential elements of performance improvement. We presented a solution to the research question, "Is there a causal relationship between the effect on SMEs' success on capacity and business performance?". We analyzed whether the competence of SMEs had a mediating effect between success variables and performance. Secondary effects were empirically studied by converting independent variables to Higher-Order Component (HOC). The second-order variable of management influenced financial, non-financial, and technical performance, and the second-order variable of technology affected technical performance. As a result of introducing demographic variables as a controlling variable for performance, gender, and year of establishment showed a moderating effect on technical and non-financial performance. We expect to contribute to practical application to SME CEOs and government policymakers, support organizations, academia, and industry.

PSYCHOLOGICAL STRESS AND SUPPORT DEMAND OF SOCIAL WORKERS DURING COVID-19 PANDEMIC IN VIETNAM

The Covid-19 pandemic has had a strong impact on all aspects of social life, on the spiritual life of all social classes, thereby giving rise to the need for mental health care and support. This study was conducted on 171 social workers in public social institutions in Vietnam to investigate their psychological stress, influencing factors as well as their need for psychological support. Through using the DASS-42 scale and the scale designed by the research team, the survey results showed that 95.3% have psychological stress at different levels: 14% have mild stress, 32.7 % moderate, 37.4% severe, 11.1% very severe. The factors: job characteristics, working conditions, professional capacity, fear of disease and psychological support can explain 42.7% of the psychological stress of social workers. 39.8% of social workers said they needed psychological support. Organizations and societies need to pay attention to and deploy psychological support activities to take care of mental health in general and psychological stress in particular for social workers.

Rethinking companies’ culture through knowledge management lens during Industry 5.0 transition

Purpose Through the human resources (HR) and knowledge management (KM) perspective as human-centric processes, the aim of this study is to explore how companies’ engagement in diversity (DIV), inclusion (INC) and people empowerment (PEMP) policies influences companies’ organizational performance, to support organizations in the shift to the Industry 5.0 framework. Design/methodology/approach Combining the HR management and the KM-driven organizational culture, a conceptual model is proposed for explaining companies’ higher organizational performance. Proposed hypotheses are tested with reference to a set of listed international companies traced by Refinitiv on a five-year time horizon (2016–2020) through 24,196 firm-year observations. Findings This research shows that companies engaged in DIV policies, INC practices and PEMP through education have higher profitability and are more valued by capital markets’ investors. Originality/value This paper draws attention to the need to overcome the reductionist view of HR and rethink KM architecture to cope with the growing challenge of HR integration according to the Industry 5.0 paradigm.

Comparisons Between Recruitment and Retention Strategies for Two Online RCTs

Custodial grandfamilies (CGF) comprise a small, diverse group of the US population which can make samples difficult to recruit and retain. Two online RCT studies (S1 & S2) for CGF used a variety of recruitment strategies with varying success. S1, for grandmothers (GM) only, successfully recruited from Facebook (47.95%) and community flyers (17.73%). S2, dyadic study for GM and adolescent grandchildren (AGC), recruited through emails to high school counselors (43.29%) and community (30.94%) and professional (17.13%) kinship support organizations. The advantages of online RCTs for hard-to-reach populations include expedited administration, buffering against social distancing, nationwide enrollment (S1-42 states; S2-43 states), and generalizability of findings. Challenges of online RCTs are establishing rapport and building trust with participants who are not comfortable with technology and designing screenings to identify false participants. Overall, these studies highlight the advantages of an online RCT, especially for hard-to-reach populations like custodial grandfamilies.

Digital Transformation Models for the I4.0 Transition: Lessons from the Change Management Literature

The growing diffusion of digital technologies, especially in production systems, is leading to a new industrial paradigm, named Industry 4.0 (I4.0), which involves disruptive changes in the way companies organize production and create value. Organizations willing to seize the opportunities of I4.0 must thus innovate their processes and business models. The challenges that companies must face for the transition towards I4.0 paradigm are not trivial. Several digital transformation models and roadmaps have been lately proposed in the literature to support companies in such a transition. The literature on change management stresses that about 70% of change initiatives—independently of the aim—fail to achieve their goals due to the implementation of transformation programs that are affected by well-known mistakes or neglect some relevant aspects, such as lack of management support, lack of clearly defined and achievable objectives and poor communication. This paper investigates whether and to what extent the existing digital transformation models (DTMs) and roadmaps for I4.0 transition consider the lessons learnt in the field of change management. To this aim, a Systematic Literature Review to identify existing models and roadmaps is carried out. The results obtained by the review are discussed under the lens of the change-management literature. Based on that, the shortcomings and weaknesses of existing DTMs are pinpointed. Extant DTMs mainly focus on digital transformation initiatives carried out in manufacturing companies; they do not cover all the phases of the digital transformation process but rather focus on the definition of the I4.0 vision, strategy and roadmap. Little attention is devoted to the implementation and consolidation of digital change. Change management lessons are considered to a limited extent, based on which, some suggestions for better dealing with digital transformation initiatives are discussed. The paper contributes to advancing knowledge on models and approaches to support organizations in managing digital transformation. The identification of change management activities that a digital transformation initiative should involve as well as the suggestions on how to effectively deal with it can be used by managers to successfully lead the I4.0 transition journey in their organizations.

Association of Cancer Caregiver Stress and Negative Attribution Style With Depressive Symptoms and Cortisol: A Cross-Sectional Study

Purpose. We examined the effect of cancer caregiver stress and negative attribution style (NAS) on depressive symptoms and salivary cortisol. Method. The sample came from a hospital bone marrow unit and caregiver support organizations and included 60 informal cancer caregivers (51.7% partners) of cancer patients (provided care for a median of 27.5 hours per week for 12 months) and 46 non-caregiver participants. In this cross-sectional study, participants completed questionnaires assessing NAS and depressive symptoms and provided saliva samples to measure cortisol. Results. Linear regressions demonstrated that cancer caregiver stress (p=0.001) and the cancer caregiver stress by NAS interaction (p=0.017), but not NAS alone (p=0.152), predicted depressive symptoms. Caregivers independent of their NAS and non-caregivers high in NAS reported high depression while non-caregivers low in NAS reported low depression. Neither cancer caregiver stress (p=0.920) nor NAS alone (p=0.114), but their interaction, predicted cortisol (p=0.036). Higher NAS was associated with a higher cortisol in both groups while non-caregivers had higher cortisol than caregivers. Conclusions. If the findings can be replicated, the implementation of interventions to support informal caregivers in managing their chronic stress and modify their NAS appears warranted.