Interest in entrepreneurship is growing in many countries due to the close link between new venture creation and economic development (Reynolds, Bygrave, Autio, Cox and Hay, 2002). From a psychological standpoint, the entrepreneurship research resorts to psychosocial variables, such as motivations, personality traits, attitudes, abilities, and others, to account for the entrepreneurial behavior. Psychological literature has shown that intentions are the best predictor of planned behavior (Ajzen, 1991). Venture creation emerges over time and involves a considerable planning, making entrepreneurship a type of planned behavior (Bird, 1988; Katz and Gartner, 1988; Krueger, Reilly and Carsrud, 2000) for which intention models are ideally suited.
In this study the theory of planned behavior (Ajzen, 1991) is the framework to explain the entrepreneurial intention. A sample of 2195 Spanish students (57.9% female), with an average age of 22 years and currently facing important career decisions, filled out a survey with different scales tapping intentions, attitudes, social norms and self-efficacy.
Relationships between attitudes, social norms, self-efficacy and entrepreneurial intention were examined through SEM (Structural Equation Modeling). Although, only 13.5% of the students showed more intention to work as self-employees than as employees, attitudes, subjective norms and self-efficacy explained about 25% of the variance of entrepreneurial intention, thus confirming the validity of the proposed model.
This Presentation will give us insight on how we can motivate women to go for Entrepreneurship and the obstacles in front of them and how to overcome the same
This Presentation is all about the Management Practices of Narayan Murthi former CEO Infosys Technologies Ltd.
This presentation was selected as a best group presentation ever within the class.
This Presentation will give us insight on how we can motivate women to go for Entrepreneurship and the obstacles in front of them and how to overcome the same
This Presentation is all about the Management Practices of Narayan Murthi former CEO Infosys Technologies Ltd.
This presentation was selected as a best group presentation ever within the class.
Women Entrepreneurship in Ranchi - Problems and Prospectsijtsrd
The educated Indian women have to go a long way to achieve equal rights and position because traditions are deep rooted in Indian society where the sociological set up has been a male dominated one. Despite all the social hurdles, Indian women stand tall from the rest of the crowd and are applauded for their achievements in their respective field. The transformation of social fabric of the Indian society, in terms of increased educational status of women and varied aspirations for better living, necessitated a change in the life style of Indian women. She has competed with man and successfully stood up with him in every walk of life and business is no exception for this. These women leaders are assertive, persuasive and willing to take risks. They managed to survive and succeed in this cut throat competition with their hard work, diligence and perseverance. The present paper endeavors to study the concept of women entrepreneur“Reasons women become entrepreneurs -Reasons for slow progress of women entrepreneurs in India - suggestions for the growth of women entrepreneurs-Schemes for promotion & development of women entrepreneurship in India-Case study of a women entrepreneur of Ranchi. Dr.Ritushree Narayan | Dr. Valeria Lakra"Women Entrepreneurship in Ranchi - Problems and Prospects" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd11673.pdf http://www.ijtsrd.com/other-scientific-research-area/other/11673/women-entrepreneurship-in-ranchi---problems-and-prospects/drritushree-narayan
The story of Lijjat Papad is one such story which is sure to leave you inspired throughout your life. Today, Lijjat is more than a just a ‘papad’ (crispy bread) in Indian homes.
The organization's main objective is empowerment of women by providing them employment opportunities.
This presentation will help the reader to know when and from where the entrepreneurial class emerged in India, the history behind the emergence of the entrepreneurial class, and
the major events that mark this emergence.
One of the greatest contributions of India to the world is Holy Geeta. It is the song of god sung by sri krishna to arjuna as a counseling to do his duty in the battlefield of kurukshetra.
The bhagvad Geeta’s approach to management focuses on exploring the inner world of the self.
Women Entrepreneurship in Ranchi - Problems and Prospectsijtsrd
The educated Indian women have to go a long way to achieve equal rights and position because traditions are deep rooted in Indian society where the sociological set up has been a male dominated one. Despite all the social hurdles, Indian women stand tall from the rest of the crowd and are applauded for their achievements in their respective field. The transformation of social fabric of the Indian society, in terms of increased educational status of women and varied aspirations for better living, necessitated a change in the life style of Indian women. She has competed with man and successfully stood up with him in every walk of life and business is no exception for this. These women leaders are assertive, persuasive and willing to take risks. They managed to survive and succeed in this cut throat competition with their hard work, diligence and perseverance. The present paper endeavors to study the concept of women entrepreneur“Reasons women become entrepreneurs -Reasons for slow progress of women entrepreneurs in India - suggestions for the growth of women entrepreneurs-Schemes for promotion & development of women entrepreneurship in India-Case study of a women entrepreneur of Ranchi. Dr.Ritushree Narayan | Dr. Valeria Lakra"Women Entrepreneurship in Ranchi - Problems and Prospects" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd11673.pdf http://www.ijtsrd.com/other-scientific-research-area/other/11673/women-entrepreneurship-in-ranchi---problems-and-prospects/drritushree-narayan
The story of Lijjat Papad is one such story which is sure to leave you inspired throughout your life. Today, Lijjat is more than a just a ‘papad’ (crispy bread) in Indian homes.
The organization's main objective is empowerment of women by providing them employment opportunities.
This presentation will help the reader to know when and from where the entrepreneurial class emerged in India, the history behind the emergence of the entrepreneurial class, and
the major events that mark this emergence.
One of the greatest contributions of India to the world is Holy Geeta. It is the song of god sung by sri krishna to arjuna as a counseling to do his duty in the battlefield of kurukshetra.
The bhagvad Geeta’s approach to management focuses on exploring the inner world of the self.
Attitudes and the Theory of Planned Behaviour Applied to LeisureNicole Jensen
This document was created for the purpose of assessment for BBus(Events) at Griffith University in 2010-. ALL INFORMATION IS FICTIONAL, and the Comic Sans font was a joke among the group.
This is sometimes referred to as the Person–Environment Correspondence
Theory. It was originally developed by René Dawis, George England and Lloyd
Lofquist from the University of Minnesota in 1964.
The more closely a person’s abilities (skills, knowledge, experience, attitude,
behaviours, etc.) correspond with the requirements of the role or the
organisation, the more likely it is that they will perform the job well and be
perceived as satisfactory by the employer.
The GEM 2010 Global Report was published on Thursday 20th January 2011Timothy Bosworth
With this report, the Global Entrepreneurship
Monitor (GEM) has completed 12 annual surveys of
the entrepreneurial attitudes, activities and aspirations
of individuals around the world. Starting with
just 10 developed countries in 1999, GEM has grown
to include over 80 economies during the course of
these 12 years. In 2010, over 175,000 people were
surveyed in 59 economies. These 59 economies represent
not only the largest sample yet, but also the
most geographically and economically diverse group
surveyed. Together, this group covers over 52% of the
world’s population and 84% of the world’s GDPi.
El Global Entrepreneurship Monitor (GEM) 2010 –que analiza 50 países-, fue lanzado esta mañana en Washington y presentado por el director de investigaciones de la FEN de la Universidad del Desarrollo y coautor del informe, José Ernesto Amorós.
De acuerdo a las cifras del GEM Mundial, hoy existen 250 millones de personas entre 18 a 64 años que están participando activamente en la puesta en marcha o ejecución de nuevos negocios en 59 economías. Alrededor de 63 millones de estos emprendedores en etapas iniciales esperan contratar al menos cinco empleados en los próximos cinco años y 27 millones anticipan emplear a 20 o más personas para estos nuevos negocios.
How can your organization benefit from employee participation during social m...Yekemi Otaru
The research was conducted as part of an MBA degree and investigates the extent to which enterprise learning during change influences employee participation in social media program. The author develops 3 broad themes i.e. Affirmation, Analysis and Action after interviewing change agents from 7 companies in the high tech, B2B industry.
The research concludes that learning during change has some influence on active participation during social media implementation. The research finds similarities between learning organization characteristics and participatory social media change such as a shared vision, personal mastery, experimentation and the use of cross-functional teams. The author provides recommendations in the form of a new model that could guide organizations to exploit employee participation benefits in enterprise learning during social media implementation.
The study reveals that the basic personality profile of the call centre employees include being polished, diplomatic, having low abstract thinking but high concrete thinking. Since the call centre job entails interacting with clients, a good behaviour with them is must in order to have a good customer base. They have to be believing in the philosophy customer is always right. The obvious expectation from the call agent would be diplomatic, polished and wordly shrewd attitude. The call centre job does not need in general any particular area of specialization. The employees can come from any subject background and they just need to be +2 qualified. In a profession where the eligibility criteria is so low it is obvious that the abstract thinking requirement in this job will not be that high. The job is repetitive, monotonous and thus requires high concrete ability. It is the endeavour of the Human Resource Development to look into the human aspects of any work in any organization. Human beings are not to be considered as machines at work and they should be considered as human resources and not just a source of labour for getting the work done. Considering the humans as a resource, giving proper attention and value to them will only guarantee an organization better economic rewards and prosperity in the future.
1 4MEMORANDUMTO CEO Smith” [email protected]From.docxoswald1horne84988
1
4
MEMORANDUM
TO: “CEO Smith” [email protected]
From:
Date:
Subject: Performance Appraisal Issues
Cc:
After reviewing Susan’s notes and researching the status on the various projects you have requested updates on, I have put together a proposal for three separate performance appraisal systems that apply to Megan Pearce as well as the organization as a whole. After careful consideration of Susan’s notes, it is clear that Megan is not completing projects as assigned. She is delinquent in the completion of employee training as well as the implementation of employee development programs. She has also shown a lack of motivation in recent history and has been known to use company time to conduct personal business.
Management by Objectives:
Management by Objectives (MBO) is an approach that allows employees and managers to set attainable goals together for an agreed upon review period (Ivorschi, 2012). This approach focuses on the bulk of involvement by both managers and subordinates to ensure everyone is in line with Blossoms Up! objectives. A large part of this approach involves setting clear goals outcomes with specific deadlines and relying on these measures to assess at what level these goals have been met (Gomez-Mejia, Balkin, & Cardy, 2016). In Megan’s case, we would meet to set smaller goals for the projects she is delinquent on to ensure she can complete these projects. Due to Megan’s delinquency in her performance, it would not be advisable to offer direct rewards or incentives for her progress at this time. Instead, it would be important to indicate to Megan that her completion of these goals will ensure she is not placed on further disciplinary action.
Self-review:
Self-review is an approach that allows employees to have input on the appraisal process. Self-review is an important assessment as it allows the performer to take an active role in the evaluation process, which can engage the employee in his or her performance management. This approach would be a good way for Megan to appraise herself and look at how she is performing and ideally become re-engaged and have a renewed sense of motivation (Kromrei, 2015). It is my opinion that while Megan could benefit from self-appraisal, this should not be the only performance appraisal method used. This method can have a large bias, as performers tend to be overconfident in personal abilities, resulting in an inaccurate self-assessment.
360-degree Feedback:
360-degree feedback refers to the appraisal of an employee by means of self-review, peer review, and subordinate review. This appraisal system can ensure an accurate measure of performance by offering perspectives from multiple individuals in the organization, rather than relying solely on the appraisal of the employee or a supervisor. One concern with this system is that Megan is pregnant which can result in rater bias either consciously or unconsciously (Gomez-Mejia, Balkin, & Cardy, 2016). In this case, it is possible .
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
1. The XII. European Congress of Work
and Organizational Psychology
PREDICTING ENTREPRENEURIAL
INTENTION FROM THE THEORY OF
PLANNED BEHAVIOR
Juan A. Moriano, José F. Morales & Francisco J. Palací
Department of Social and Organizational Psychology
Universidad Nacional de Educación a Distancia (UNED)
ISTAMBUL 13th MAY 2005
2. INTRODUCTION
The study of entrepreneurship within Psychology field is characterized by:
• A lot of descriptive and partial studies “Entrepreneurial Personality”
• These studies have received several methodological and theoretical critiques
(Baron, 2002; Gartner, 1988; Robinson, Stimpson, Huefner y Hunt, 1991;
Shane y Venkataraman, 2000; Shaver y Scott, 1991)
• Lack of solid theories that consolidate the previous studies
Therefore comes the necessity to go deeper into the study of
entrepreneurship and to apply models from Social Psychology field.
These models need to take into account not only the personal
characteristics, but also the social variables and the interaction
between them in order to explain and predict entrepreneurial behavior.
3. WORK GOALS
To analyze the applicability of a Social Psychology Model
in order to explain and predict the entrepreneurial intention
Subjective
Attitudes Self-Efficacy
Norms
Entrepreneurial
Intention
4. THEORETICAL REVIEW
ENTREPRENEURIAL INTENTION
Entrepreneurship is the type of planned behavior for which intention
models are ideally suitable (Bird, 1988; Katz and Gartner, 1988)
INTENTION MODELS:
• Shapero’s Model of the “Entrepreneurial Event” (SEE) (Shapero, 1975)
• Model of Implementing Entrepreneurial Ideas (Bird, 1988)
• The Expectancy Theory Model (Vesalainen and Pihkala, 1999)
• The Utility Maximization Model of Career Choice (Douglas, 2002)
• Theory of Planned Behavior (Ajzen, 1991)
5. THEORETICAL FRAMEWORK
Theory of Planned Behavior (Ajzen, 1991)
Attitude
Subjectiv
e Norm
Intention Behavior
Perceived
Behavior
al Control
Regression Coefficients Adjusted R²
Study Subjective Entrepreneurial
Attitude PBC
Norm Intention
Tkachev & Kolvereid (1999) .11* .28* .44* .45
Autio et al. (2001) .24*** .02* .36*** .30
6. METHOD
Participants
The sample size was 2190 Spanish students
41.1% were men and 57.9% were women
The average age was 22 years old
The students were mostly university students
(63.3%) and technical college students (26.8%)
Most of the participants were unemployed and
dedicated only to their studies (84.5%)
7. METHOD
Measures
Personal data: Gender, age, level of education and work situation
Entrepreneurial intention
a) Direct measure
What is your career intention? (in a scale from 1 to 10)
a) Start your own business or work on your own
b) Work as an employee in a private company
c) Work as a government employee
f) Indirect measure
A scale consisted of 6 items which evaluate in an indirect way the
entrepreneurial intention.
For example, “I have a specific idea for starting a new venture”
8. METHOD
Measures
Attitudes scales
General attitude towards Self-Employment
Attitude funtions of Self-Employment (Grande, 2001)
Specific attitudes towards: Achievement, Innovation, Independence,
Change, Risk and Salary (EAO, Robinson et al., 1991)
2. Subjective Norm
a) Social legitimacy of Entrepreneurship
b) Social Support
c) Entrepreneurship Support from the Educational Center
3. Perceived Behavioral Control
Entrepreneurial Self-Efficacy Scale (De Noble, Jung, Ehrlich, 1999)
9. RESULTS: ENTREPRENEURIAL INTENTION
• The entrepreneurial intention obtained the lowest average score.
• Only 13.5% of the participants have higher intention of working as self-employed
than as employed.
Figure 1. Career Intention
Entrepreneur
5.24
Career Intention
Government Employee
5.98
Employee in private
7.69 company
4 5 6 7 8
Note. 10-point scale ranging from 1 (not interested) to 10 (totally interested).
*** Mean differences significant at p < .001
• Differences between men and women:
a) Men: Higher entrepreneurial intention
b) Women: Higher intention to work in a private company or for the government
18.5% of the men prefer to become an entrepreneur in compare with 9.8% of the women
10. RESULTS: ATTITUDES
Correlation with
Reliability
Variable Factors Items Mean SD Entrepreneurial
Coefficients
Intention
Government
General attitude 3 .64 4.01 0.65 .170**
level
towards Self-
Employment People level 2 .51 3.56 0.72 .259**
Personal
8 .73 3.85 0.48 .229**
development
Community
Attitude funtions 3 .44 3.61 0.55 .100**
contribution
of Self-
Employment Disadvantages 6 .56 3.50 0.43 .084**
Social status 3 .57 3.10 0.76 .084**
Achievement 6 .59 4.02 0.43 .087**
Innovation 5 .56 3.76 0.52 .177**
Independence 5 .59 3.21 0.61 .154**
Specific attitudes
Risk 4 .41 3.34 0.63 .154**
Initiative 2 .32 3.48 0.79 .187**
Salary 5 .60 3.16 0.70 .068**
Note. 5-point scale ranging from 1 (strongly disagree) to 5 (strongly agree) ** Coefficients significant at p < .01
11. RESULTS: SUBJECTIVE NORM
Correlation with
Reliability
Variable Factors Items Mean SD Entrepreneurial
Coefficients
Intention
Social legitimacy
of - 2 - 3.21 0.93 .071**
Entrepreneurship
Family 3 .75 4.16 0.81 .191**
Social Support
Friends and
3 .60 3.67 0.56 .099**
professors
Entrepreneurial Encouraging 3 .75 1.96 0.87 .165**
Support from
Educational
Centers Activities 2 .54 1.76 0.75 .062**
Note. 5-point scale ranging from 1 (strongly disagree) to 5 (strongly agree)
** Coefficients significant at p < .01
12. RESULTS: PERCEIVED BEHAVIORAL CONTROL
Correlation with
Reliability
Variable Factors Items Mean SD entrepreneurial
Coefficients
intention
Developing new
4 .75 3.15 0.59 .205**
products
Initiating investor
6 .75 3.39 0.53 .189**
relationships
Developing critical
4 .68 3.15 0.65 .132**
human resources
Entrepreneurial
Self-Efficacy Building an
innovative 3 .66 3.38 0.60 .191**
environment
Defining core
4 .58 3.32 0.73 .177**
porpose
Coping with
unexpected 2 .40 3.01 0.65 .179**
changes
Note. 5-point scale ranging from 1 (strongly disagree) to 5 (strongly agree)
** Coefficients significant at p < .01
13. STRUCTURAL EQUATION MODELING
Figure 2. Intention model from Theory of Planned Behavior
THEORY OF PLANNED BEHAVIOR (TPB) e1 AG ,65
,66 General
res1
e2 AP attitude
ID
Model Fit
,16 e3 ,80
,73
e4 ES ,13
-,17 ,27 Attitude
Indexes: RMR (.03), GFI (.93), AGFI (.91) and e5 IN ,50 funtions ,87
ATTITUDE
e6 CC
RMSEA (.04) -,27
e7 LP ,59 res2 ,88
e8 IT ,63
,16
e9 IL Specific
,32
Standardized Regression Weights ,40 attitudes
,24
res5
e10 CR ,39
Attitude: .32 *** e11 INI
res3
.27
,46
Subjective Norm: .15 * ,15
INTENTION
e13 NF ,55
Perceived Behavioral Control: .21 ** e14 CP
,60 SUBJECTIVE
NORM
,52 ,78
,17
IE IA
e15 AA ,19 ,21
,36
e16 EA
Explained Variance by the Model ,23
e23 e24
e17 DP
27% of entrepreneurial intention variance e18 IR
,67
,74
e19 RH ,58
PERCEIVED
,61 BEHAVIORAL
e20 EI CONTROL
,62
,30
e21 LC ,49
* p<.05 ** p <.01 *** p < .001 e22 TE
14. STRUCTURAL EQUATION MODELING
THEORY OF REASONED ACTION (TRA) Figure 3. Intention model from Theory of Reasoned Action
e1 AG ,66
Modelo Fit ,66 General
res1
e2 AP Attitude
Indexes: RMR (.04), GFI (.95), AGFI (.93) ,16
e3 ID ,79
,75
e4 ES ,12
and RMSEA (.04) -,27
-,17
,28 Attitude
e5 IN Funtions
,51 ,88
ATTITUDE
e6 CC
e7 LP ,59
Standardized Regression Weights ,63
res2 ,87
,33
res5
e8 IT
Attitudes: .33 *** e9 IL
,16
Specific
.18
,40 Attitude
Subjective Norm: .21 ** e10 CR ,39 ,24 INTENTION
e11 INI ,21
res3
,42 ,96
Explained Variance by the Model e13 NF ,57
IE IA
,58 SUBJECTIVE
18% of entrepreneurial intention e14 CP
,15
NORM e23 e24
variance ,36
e15 AA ,18
e16 EA
* p<.05 ** p <.01 *** p < .001
15. RESULTS: MULTIPLE-GROUP ANALYSIS
DIFFERENCES BETWEEN MEN AND WOMEN
Model Fit for Men Group Model Fit for Women Group
Indexes: RMR (.04), GFI (.89), AGFI (.87) y Indexes : RMR (.03), GFI (.95), AGFI (.94) y
RMSEA (.05) RMSEA (.04)
Standardized Regression Weights Standardized Regression Weights
Attitudes: .32 *** Attitudes: .34 ***
Subjective Norm: .18 * Subjective Norm: .18 **
Perceived Behavioral Control: .20 ** Perceived Behavioral Control: .14 *
Explained Variance by the Model Explained Variance by the Model
31% of entrepreneurial intention variance 24% of entrepreneurial intention variance
* p<.05 ** p <.01 *** p < .001
16. CONCLUSIONS
How is the entrepreneurial intention of Spanish students?
• The participating Spanish students have low entrepreneurial intention in general.
Their favorite occupational choice is to work in a private company.
Is the Theory of Planned Behavior able to explain entrepreneurial
intention?
• The model proposed by the TPB explains 27% of the variance in the
entrepreneurial intention.
• The alternative model proposed by the TRA explains only 18% of the variance in
the entrepreneurial intention.
• The TPB model was validated in groups of men and women. However, the
explained variance of entrepreneurial intention was bigger in men group.
What is the best predictor of entrepreneurial intention?
• Attitude is the most influential component with the biggest impact on the
entrepreneurial intention in every group (women and men)
17. CONCLUSIONS
How is the subjective norm towards entrepreneurial behavior?
• This variable shows the lowest impact on entrepreneurial intention
• There is a low social legitimacy of entrepreneurship in Spain.
• Social support has a positive effect on the entrepreneurial intention. Especially,
when this support comes from the family.
• Entrepreneurship Support from the Educational Center has a positive effect as
well. However, the participating students indicate that there is not enough
encouragement for the entrepreneurship as an occupational choice in their
educational centers.
How is the Perceived Behavioral Control?
• Entrepreneurial Self-Efficacy is an important predictor of entrepreneurial intention.
• If this component is eliminated from the model then the entrepreneurial intention
explained variance goes down from 27% to 18%.
• This variable has a bigger impact on entrepreneurial intention in men group than in
women group.
18. Thank you !
¡ Muchas gracias !
Juan A. Moriano
E-mail: jamoriano@psi.uned.es