The impact of strategic entrepreneurship inside the organization: examining job stress and employee retention

Erik Monsen, R. Wayne Boss

Research output: Contribution to journalArticle

68 Citations (Scopus)

Abstract

How do managers and staff react to strategic entrepreneurship? How can we minimize resulting job stress and maximize employee retention? We surveyed 1,975 managers and staff in 110 departments of a diversified healthcare organization on department-level entrepreneurial orientation (EO) (e.g., risk taking, proactiveness, and innovativeness), degree of role ambiguity in their job, and their strength of intention to quit. After validating manager and staff reports of EO, we estimated structural equation models for managers and staff. Our results demonstrate that strategic entrepreneurship can impact management and staff differently and thus requires a correspondingly customized design philosophy.
LanguageEnglish
Pages71-104
Number of pages34
JournalEntrepreneurship Theory and Practice
Volume33
Issue number1
DOIs
Publication statusPublished - Jan 2009

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Strategic entrepreneurship
Job stress
Staff
Employee retention
Managers
Entrepreneurial orientation
Structural equation model
Intention to quit
Innovativeness
Proactiveness
Risk taking
Role ambiguity
Health care organization

Keywords

  • industry life-cycle
  • social identity
  • role conflict
  • management research
  • market orientation
  • firm performance
  • fit indexes
  • environment

Cite this

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The impact of strategic entrepreneurship inside the organization : examining job stress and employee retention. / Monsen, Erik; Boss, R. Wayne.

In: Entrepreneurship Theory and Practice, Vol. 33, No. 1, 01.2009, p. 71-104.

Research output: Contribution to journalArticle

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