The Impact of Strategic Entrepreneurship Inside the Organization: Examining Job Stress and Employee Retention
Strathclyde Business School, Hunter Centre for Entrepreneurship
R. Wayne Boss
affiliation not provided to SSRN
Entrepreneurship Theory and Practice, Vol. 33, Issue 1, pp. 71-104, January 2009
How do managers and staff react to strategic entrepreneurship? How can we minimize resulting job stress and maximize employee retention? We surveyed 1,975 managers and staff in 110 departments of a diversified healthcare organization on department-level entrepreneurial orientation (EO) (e.g., risk taking, proactiveness, and innovativeness), degree of role ambiguity in their job, and their strength of intention to quit. After validating manager and staff reports of EO, we estimated structural equation models for managers and staff. Our results demonstrate that strategic entrepreneurship can impact management and staff differently and thus requires a correspondingly customized design philosophy.
Number of Pages in PDF File: 34Accepted Paper Series
Date posted: January 2, 2009
© 2014 Social Science Electronic Publishing, Inc. All Rights Reserved.
This page was processed by apollo4 in 0.313 seconds