Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

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    Entrepreneurial Resources, Decision-Making Logic and Organisational Change Readiness: Enhancing SME Sustainability in New Zealand
    (MDPI (Basel, Switzerland), 2025-05-20) Walker K; Lee MCC
    Entrepreneurs are the backbone of most small- and medium-sized enterprises (SMEs), yet they have received little attention regarding how they prepare for organisational change readiness (OCR), especially in the current uncertain business environment and the disruption of Industrial Revolution 4.0 (IR 4.0). This study sought to understand how entrepreneurs’ decision-making logic (i.e., effectuation and causation) mediates the relationship between the different types of resources (i.e., financial and government resources, social capital) and OCR. A total of 119 participants (91 males), who were entrepreneurs, participated in this cross-sectional study. After controlling for age, gender, and education level, the study’s results found that a positive relationship existed between the two types of resources and OCR, mediated by decision-making logic. A positive relationship was also found between both types of decision-making logic and OCR. These results highlight the significant impact of both entrepreneurs’ social capital and financial and, government resources and decision-making logic on OCR.
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    The caring entrepreneur? Childcare policy and private provision in an enterprising age
    (PION LTD, 1/06/2014) Gallagher AM
    Childcare has become a recent focus of government intervention. Concerns have been raised about the soaring costs for parents, patchy provision, and the often small and unprofitable nature of the services themselves. This paper will explore how the problem of sustainability in the childcare sector is being addressed through a neoliberal development rationale. Focusing on the Irish childcare sector and the childcare funding programme introduced in 2006, I will illustrate how a particular entrepreneurial subjectivity has been mobilised to remedy the perceived problems of private sector childcare. I refer to this subjectivity as the ‘caring entrepreneur’. After I outline the contours of this subjectivity, the final section of the paper will examine how it is being realised within a rural childcare market, in the process offering a more situated account of what ‘sustainability’ means in place.
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    Who Wants to Be an Intrapreneur? Relations between Employees' Entrepreneurial, Professional, and Leadership Career Motivations and Intrapreneurial Motivation in Organizations.
    (2017) Chan K-Y; Ho M-HR; Kennedy JC; Uy MA; Kang BNY; Chernyshenko OS; Yu KYT
    This paper reports an empirical study conducted to examine the relationship between employees' Entrepreneurial, Professional, and Leadership (EPL) career motivations and their intrapreneurial motivation. Using data collected from 425 working adults in the research/innovation and healthcare settings, we develop a self-report measure of employee intrapreneurial motivation. We also adapt an existing self-report measure of E, P, and L career motivations (previously developed and used with university students) for use with working adult organizational employees. Confirmatory factor analysis indicate that E, P, and L motivations and intrapreneurial motivation can be measured independently and reliably, while regression analyses show that the employees' E, P, and L motivations all contribute to explaining variance in their intrapreneurial motivation. Individuals with high E, P, and L motivational profiles are also found to have the highest intrapreneurial motivation scores, while those low on E, P, and L motivations have the least intrapreneurial motivation. Our findings suggest that the potential for intrapreneurship is not unique to only entrepreneurial employees. Instead, one can find intrapreneurs among employees with strong leadership and professional motivations as well. We discuss the findings in the context of generating more research to address the challenges of talent management in the 21st century knowledge economies where there is greater career mobility and boundarylessness in the workforce.