Creating entrepreneurial employees in traditional service sectors

I.A.M. Wakkee, T. Elfring, S. Monaghan

Research output: Contribution to JournalArticleAcademicpeer-review

Abstract

Increasingly companies seek to enhance employee entrepreneurial behaviour. In this study we explore how coaching first reduces role conflicts associated with acting entrepreneurial and at the same time improving efficiency and reducing failure and secondly increases the entrepreneurial self-efficacy of employees. Building on previous conceptual and empirical studies on intrapreneurship, social psychology and human resource management we formulate several hypotheses concerning the relationship between self-efficacy, coaching and entrepreneurial behaviour of account managers that are tested in the context of a large service organization operating in the financial sector. In doing so we confirm and extend our insights on entrepreneurial behaviour in existing companies. © The Author(s) 2008.
Original languageEnglish
Pages (from-to)1-21
JournalInternational Entrepreneurship and Management Journal
Volume6
Issue number1
DOIs
Publication statusPublished - 2010

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Service sector
Employees
Entrepreneurial behavior
Self-efficacy
Coaching
Human resource management
Intrapreneurship
Service organization
Role conflict
Financial sector
Social Psychology
Managers
Empirical study

Cite this

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Creating entrepreneurial employees in traditional service sectors. / Wakkee, I.A.M.; Elfring, T.; Monaghan, S.

In: International Entrepreneurship and Management Journal, Vol. 6, No. 1, 2010, p. 1-21.

Research output: Contribution to JournalArticleAcademicpeer-review

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