Exploring the role of self-determination theory and theory of planned behaviour in understanding the link between spiritual motivation and university-industry collaboration

Abstract

Purpose

University-industry collaboration studies have placed greater emphasis on intrinsic motivators that drive academic researchers to pursue collaboration. This paper explores the relationship between spiritual motivation and collaboration intentions mediated the antecedents of university-level collaboration through theories of self-determination and planned behaviour. This study was conducted to validate the proposed relationship between spirituality and academic researchers in the field of engineering affiliated with higher educational institutions in India.

Design/methodology/approach

This study surveyed 242 participants and utilised structural equation modelling. Research has found that the beneficial relationship between spiritual motivation and collaboration intentions is mediated by attitudes and perceived behavioural control. This study represents a quantitative investigation within the realm of university-industry collaboration, which aims to document the ways in which spiritual motivation can augment collaboration with industry. The study employs self-determination theory and the theory of planned behaviour to elucidate the underlying mechanism to support entrepreneurial debate.

Findings

This study identified attitude and perceived behavioural control as mediators in the relationship between spiritual motivation and collaboration intentions.

Originality/value

The results of this study provide additional support for existing theories and present a diverse perspective on the intrinsic motivation of academic researchers to adopt UIC.

Citation

Selvamani, L., Dhilipan, C., Divyalakshmi, G., Lakshmi, J. and Krishna, V.B. (2024), "Exploring the role of self-determination theory and theory of planned behaviour in understanding the link between spiritual motivation and university-industry collaboration", Journal of Organizational Change Management, Vol. 37 No. 5, pp. 988-1011. https://doi.org/10.1108/JOCM-05-2023-0181