New ways of working and intrapreneurial behaviour: the mediating role of transformational leadership and social interact
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New ways of working and intrapreneurial behaviour: the mediating role of transformational leadership and social interaction Ruud Gerards1 · Sanne van Wetten1 · Cecile van Sambeek2 Received: 4 March 2019 / Accepted: 28 August 2020 © The Author(s) 2020
Abstract To promote innovativeness and efficiency, an increasing number of firms have adopted New ways of working (NWW). However, it is not clear what effect NWW has on innovation-related outcomes, such as intrapreneurial behaviour. Therefore, we provide a first investigation on the relation between the facets of NWW and intrapreneurial behaviour, while testing transformational leadership and co-worker social interaction as mediators. We use a sample of 254 employees of the Dutch working population and apply the Preacher and Hayes’ (Behav Res Methods 40(3):879–891, 2008) bootstrap method for multiple mediation to test our hypotheses. We find that NWW facets time- and location-independent work and management on output are positively related to intrapreneurial behaviour. In addition, we find that the relation between a freely accessible open workplace and intrapreneurial behaviour is mediated by transformational leadership. However, we find no relationship between coworker social interaction and intrapreneurial behaviour and thus no mediating role for social interaction. Our research adds to the budding literature on the effects of NWW and to the literature on the determinants of intrapreneurial behaviour. We conclude that implementation of several NWW facets and a transformational leadership style could help foster intrapreneurial behaviour among employees, and that future research that further enhances the measurement of the NWW facets and investigates its configurational effects on intrapreneurial behaviour is welcome. Keywords Intrapreneurial behaviour · Employee entrepreneurship · New ways of working · Transformational leadership · Social interaction
* Ruud Gerards [email protected] 1
Research Centre for Education and the Labour Market (ROA), School of Business and Economics, Maastricht University, Tongersestraat 49, 6211 LM Maastricht, The Netherlands
2
School of Business and Economics, Maastricht University, Tongersestraat 49, 6211 LM Maastricht, The Netherlands
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Vol.:(0123456789)
R. Gerards et al.
Mathematics Subject Classification 90B50 · 91B39
1 Introduction Innovation and entrepreneurship are crucial aspects of business success and societal development (Cefis and Marsili 2006; Kraus et al. 2012; Mumford 2000). An important source of innovation stems from bottom-up entrepreneurial activities by employees (Rigtering and Weitzel 2013; Rigtering et al. 2019; Sharma and Chrisman 1999). These entrepreneurial employees are known as intrapreneurs (Blanka 2018; Pinchot 1985). Intrapreneurs instigate new internal ventures and strategic renewal and enter new markets on behalf of their employers (de Jong et al. 2015; Gawke et al. 2017, 2019). Organisations that wish to stimulate their employees to engage in intrapreneurial behav
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