Inakshi Kapur and Pallavi Tyagi
The study explores how organizations can leverage an entrepreneurial orientation to encourage human capital development and employee retention. The mediating role of human capital…
Abstract
Purpose
The study explores how organizations can leverage an entrepreneurial orientation to encourage human capital development and employee retention. The mediating role of human capital development is also examined.
Design/methodology/approach
Data was collected from 224 IT sector employees in India, and analysis was done using Covariance Based Structural Equation Modeling.
Findings
Significant, positive relationships were reported between entrepreneurial orientation and human capital development and employee retention. Furthermore, human capital development showed a positive effect on employee retention. Finally, the mediating role of human capital development in the relationship between entrepreneurial orientation and employee retention was also positively significant.
Originality/value
The study explores the role played by human capital development in strengthening the association between entrepreneurial orientation and employee retention.
Details
Keywords
Shagun Bansal, Inakshi Kapur, Anjani Kumar Singh and Piyush Verma
The learning outcomes of this paper are as follows: to identify the pros and cons of waged employment and entrepreneurship, to identify the contextual factors influencing…
Abstract
Learning outcomes
The learning outcomes of this paper are as follows: to identify the pros and cons of waged employment and entrepreneurship, to identify the contextual factors influencing entrepreneurship, to set up a new venture, namely, steps, challenges involved and decision-making process, to scale up a small business; when, how and where? And to tradeoff required for scaling up a small business.
Case overview/synopsis
Pooja, a young management graduate from Varanasi, decided to overcome all challenges and barriers faced by a women entrepreneur and chase her lifelong dream of creating her own event management startup. After having achieved phenomenal success in a short period of time within the city, she began to receive interest from neighbouring cities as well. The decision to scale up operations was particularly difficult for Pooja, as she had funded the venture through her personal funds and personally nurtured the business and her team based on the values of quality and creativity. Like any small business, she had to decide what level of trade-off was required between scaling and dilution of control over the operations.
Complexity academic level
The case study is applicable for students of management. The learnings from the case can be applied by an individual who is looking to start a business or expand one.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
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Keywords
Inakshi Kapur and Pallavi Tyagi
The ability to create and sustain competitive advantages depends on cultivating employee’s capabilities. Entrepreneurial orientation (EO) can foster an organisation-wide culture…
Abstract
Purpose
The ability to create and sustain competitive advantages depends on cultivating employee’s capabilities. Entrepreneurial orientation (EO) can foster an organisation-wide culture of exploring new opportunities and creating new learnings. Sustainable competitive advantages should be based on long-term behavioural changes rather than ad hoc adjustments made for short-term gains, enabling employees to become a source of unique and inimitable advantages. This study aims to explore how each external environment impacts the dimensions of EO. The study also introduces environmental jolts as a dimension of the external environment.
Design/methodology/approach
The authors considered a sample of 39 organisations in IT companies from India to study the external environment’s effect on their EO. Using covariance-based structural equation modelling, the authors measured the impact of external environment variables on EO. A total of 250 responses were found suitable for analysis.
Findings
Certain crucial factors were identified through an extensive analysis of the relationships between individual factors of the external environment and EO. Technological opportunities showed a strong positive association with all factors of EO, whereas dynamism of the environment had a positive relationship with innovativeness and proactiveness. Environmental jolts showed a negative impact on innovativeness and risk-taking propensity.
Research limitations/implications
EO has been developed and researched extensively in the Western context as a unidimensional construct. In the present study, the relationship between the external environment factors and each dimension of EO has been analysed individually, thus following a multidimensional approach. Moreover, environment jolts as a factor of the external environment have been introduced, and their effect on the dimension of EO has been studied. Finally, the implications of encouraging entrepreneurial behaviours to develop sustainable competitive advantages have been discussed.
Originality/value
The research explores the multidimensionality of the EO construct and also introduces environmental jolts as a dimension of the external environment.
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Keywords
Inakshi Kapur, Pallavi Tyagi and Neha Zaidi
Purpose: This chapter aims to identify and evaluate the various components of business model disclosures in an Integrated Report and ascertain how the notion of business model is…
Abstract
Purpose: This chapter aims to identify and evaluate the various components of business model disclosures in an Integrated Report and ascertain how the notion of business model is perceived among practitioners.
Need for the Study: According to previous research, the International Integrated Reporting Council’s (IIRC) objective of improving corporate reporting by encouraging organisations to disclose their business model has not found the desired recognition. Therefore, the study elaborates on the various components of business model reporting and their implications on corporate reporting in general.
Methodology: A review of literature was conducted to identify and analyse research based on business models and their disclosures in integrated reporting. A narrative review was undertaken for selected literature.
Findings: The findings suggest that most large-sized organisations use integrated reporting for impression management and are not inclined to disclose too much about their business models for fear of competition. There is still a lack of clear understanding of what a business model should entail.
Practical Implication: This study adds to the research on business model disclosures in integrated reporting. Voluntary disclosure and a better understanding of such disclosures will prepare organisations of all sizes and industries for an event when Integrated Reporting becomes statutory.