Unveiling International New Ventures’ Success: Employee’s Entrepreneurial Behavior
Abstract
:1. Introduction
2. Literature Review
2.1. Employee Entrepreneurial Behaviour
2.2. Human Resource Practices and Employee Entrepreneurial Behavior
3. Methodology
4. Results and Discussion
“We hold conversations with the workmates, in which we contribute with creativity. […] A conversation can lead you to creativity. Neither must it be anything new, as you can be creative changing something that it is already done or facing it from another point of view.” (Employee INV B).“We have got a case of intra-entrepreneurship. A boy, who started here, had got a project with other two classmates, which was an app. He told us about it, and we’ve helped them to build their firm up. […] If that company will succeed, as we’re expecting, he’ll jump out and will be working exclusively for that firm, which we have helped to establish. We, in exchange, have got a percentage. [… INV B] is an entity, which grows up, which so much evolves, that it’s got a great deal of margin to take advantage of those people’s ideas.” (Entrepreneur INV B).
“The company’s resources are not the ones a multinational has got. Therefore, each thing counts a great deal. […] A mistake in a bigger company wouldn’t be important. Here, it does. This is the mistake that you can have on failing the team. […] This is the fear of not being able to do all right because no one is perfect and that’s the bad point being in a start-up.” (Employee INV C).
“We don’t try to limit people. For me, it’s interesting that people see in B an infinite way in their career. That is, if someone comes and says I want to open a foreign branch, let’s study it and, if you have got the competences and so, why not? Then the company is interested in internationalization. […] It’s a mix: organizational necessities with more ideas, with their competences. You try to get the best from each one.” (Entrepreneur INV B).
“We’re looking for people, who engage in the company, and make it as his own.” (Entrepreneur INV B).“Our boss [the entrepreneur] insists that we have to be genuine, that we have to do innovative things.” (Employee INV G).
“Here, [the top managers] know very well what they want and how they want it. So, the guidelines are very clear. Above all, when facing a small doubt, you ask. Sometimes I’ve let me drive and I’ve got more initiative.” (Employee INV A).
“Time, freedom is important. To have flexibility in your work. I can have an incredibly good day, which allows me to work 10 h and at 100%, and another day I get up in the morning and say I feel like doing sport or going to the beach after lunch, and tomorrow I’ll be more creative.” (Employee INV B).
“We’re very much looking for talent in the university. My partner, who is very involved in the university, has created a program [at the university, …] for developing an entrepreneurial spirit. […] We use it for capturing talented ones.” (Entrepreneur INV B).
“You’re working on launching a company. You’re working on creating something, which should be bigger, it should be something … a project mostly for the future, in which you’re investing time and more. So, that the people who initiate the project can feel participants, as they are. This bet must be rentable for them. Not only economically, but also feeling participants of the company. Thus, in a so small company where people, who are important for the team, can become a partner or participate in that, it seems to be the most reasonable, if you want to have an engaged dude.” (Entrepreneur INV E).
5. Conclusions
6. Limitations and Future Research
Funding
Acknowledgments
Conflicts of Interest
References
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HR Practices | Dimension | Outcome | |
---|---|---|---|
HR system | Staffing | Ability | EEB |
Training | |||
Rewards | Motivation | ||
Appraisal systems | |||
Career development | |||
Job security | |||
Autonomy | Opportunity | ||
Communication | |||
Participation | |||
Broadly defined jobs | |||
Flat hierarchy structure | |||
Socialization | |||
Team work | |||
Job rotation |
INV | Sector | Foundation Date | International Sale Start Year | Age, in Years | Average Growth in Sales (1) | International Sale Rate; Sale Formula (2) | International Purchase Rate | No. of Countries | Staff | Quantity of Interviewees, and Position |
---|---|---|---|---|---|---|---|---|---|---|
A | Foot ware | December 2011 | 1st | 5 | 81% | 100%; B2C | 30% | 13 | 8 | 1, general manager 2, employee |
B | Software, consultancy | November 2011 | 3rd | 5 | 58% | 35%; B2B, B2C | - | 5 | 55 | 1, entrepreneur 5, employee |
C | Sport security | March 2013 | 2nd | 3 | 300% | 70%; B2B, B2C | 100% | 72 | 9 | 1, general manager 3, employee |
D | Measuring equipment | November 2009 | 2nd | 7 | 123% | 100%; B2B | 47% | 10 | 11 | 1, general manager 2, employee |
E | Preventive security | October 2009 | 2nd (3) | 7 | 88% | 50%; B2B | - | 2 | 3 | 1, entrepreneur 2, employee |
F | Medical software | June 2010 | 2nd | 6 | 1% | 8%; B2B, B2C | - | 4 | 8 | 1, entrepreneur 2, employee |
G | Pharmacology | June 2009 | 3rd | 7 | 41% | 6%; B2B | - | 4 | 20 | 1, HR manager 7, employee |
INV | Length of Recorded Interview, in Time | Transcription of Interview, in Pages | Financial Statement (1) (a) | Report on Sales (1) | Report on Quantity of Employees (1) | Additional Information Collected by Email and/or Phone | Information Collected by Firm’s Web Page | Additional Information Provided by the Firm |
---|---|---|---|---|---|---|---|---|
A | M: 0:18; E1: 0:30; E2: 0:19; T: 1:07 | M: 8; E1: 10; E2: 7; T: 25 | • | • | • | • | • | Brochure |
B | M: 0:54; E1: 0:33; E2: 0:20; E3: 0:20; E4: 0:21; E5: 0:26; T: 2:54 | M: 20; E1: 12; E2: 9; E3: 7; E4: 9; E5: 12; T: 69 | • | • | • | • | • | |
C | M: 0:36; E1: 0:34; E2: 0:24; E3: 0:19; T: 1:53 | M: 13; E1: 13; E2: 9; E3: 8; T: 43 | • | • | • | • | • | Brochure |
D | M: 0:38; E1: 0:27; E2: 0:25; T: 1:30 | M: 13; E1: 10; E2: 10; T: 33 | • | • | • | • | • | |
E | M: 0:26; E1: 0:28; E2: 0:15; T: 1:09 | M: 10; E1: 9; E2: 6; T: 25 | • | • | • | • | • | |
F | M: 2:16; E1: 0:33; E2: 0:52; T: 3:41 | M: 43; T1: 20; T2: 19; T: 82 | • | • | • | • | ||
G | M: 0:32; E1: 0:31; E2: 0:24; E3: 0:31; E4: 0:28; E5: 0:34; E6: 0:23; E7: 0:44; T: 4:07 | M: 11; E1: 11; E2: 11; E3: 13; E4: 11; E5: 12; E6: 10; E7: 13; T: 92 | • | • | • | • | • |
EEB |
“I consider that I’m vigorous at work not only when I’m able to fulfill my duties with the sufficient quality and expected required level, but also when I’m able to propose new actions and contribute with more than simply it is required.” (Employee INV E). “To be able to have new ideas, to easily introduce them into the firm’s functioning is a positive factor.” (Employee INV E). “I’m very used to making task lists per day, so I know what I have to do every day and truly see what I’ve done. […] Something we’ve got in our job is focusing on the bad things. […] It’s about always considering what you can change, what you can do for something to be better. […] I think that the critiques are not bad, but about what we are going to improve, what we can improve now.” (Employee INV G). “As I cannot change the work every day, I change the way of working, my planning, […] the working time or whatever. […] I practice the Pomodoro technique, which consists of working 25 min and rest five. […] Those are techniques that you are investigating to find out how you can be more productive, and they work in me very well. I, at least when I speak with people, transmit them in case they can help them.” (Employee INV B). “I go out from work and read an article, something related to a project, which I can get identified with or it can provide me with something. I read it. I think it over. Or, I’m walking on the mountain doing sport and, from time to time, an idea comes to me, something that you feel it can contribute. […] You always are curious to investigate. […] Also, I like having relationships with other types of persons because, sometimes, you do not reach the click you’re looking for, and you listen to a person, and he says a concrete word, and he’s telling it to you, even if he didn’t tell you straight. But without noticing, he inspires you.” (Employee INV B). “If I consider that something would be interesting to do, I try to see what you’ll get, and I propose [to the management] and they don’t reject it.” (Employee INV F). “When I realize that a working technique does not perform as it should, getting down the productivity, then I look for a new technique.” (Employee INV B). “The budgets are very small and everything which fails can make that budget to change. Earlier I told you that every task I solve is a small stone, it’s something you build. If for each task you make here you have to take the small brick off, build it in again, putting the small brick, taking it off and putting it in creates a lot of nervousness within the company.” (Employee INV C). “In this kind of company, when you come into it, in a technological organization and so, you have to have an adaptive character or it’ll be very difficult for you to adapt because it changes very much from one day to the next one. This is not a traditional company, where everything is already settled. Here the uncertainty shows up every day.” (Employee INV B). “We’re living with short lifetimes. We don’t have a financial situation which allows being relaxed. Therefore, any big mistake…. I think everybody understands that the probability the company will suffer serious problems is real. […] here, people are betting in a job, which is absolutely no stable. You have got a very-very-very high risk that it goes wrong.” [Entrepreneur INV E]. “Here there were or will be hard periods because it’s a small company with a difficult market.” (Employee INV F). |
Involvement in the whole organizational project |
“The hours you dedicate to…, or the mental cost you dedicate to a firm like this one, I think it’s rather higher than in other jobs. You’re making a professional bet of many personal hours, you sacrifice a lot, you live in a very uncertain constant personal situation. There are many other more stable jobs. So, this needs not only that the short-term economical bet will be of your interest, but that you’ll feel like it, that you’ll believe in the project, that you’ll be able to develop it with your team. […] You are the one who must get them [the employees] involved or making them feel that the effort is worth it.” (Entrepreneur INV E). |
Importance of employee, and entrepreneur’s experience managing employees |
“Human resources are, as I told you, a very important part of the company. […] We consider that human resources must be working very well. If not 100%, it’s 80% of the company. It’s like the engine of the company. In a type of company like ours, that must work very well.” (Entrepreneur INV F). “I think that, for the top managers, we’re the most important.” (Employee INV G). “Do things to improve, to win the staff’s heart. That is the key point.” (Entrepreneur INV B). “For me, this is new. This is the first responsible post I’ve got in charge of people. Therefore, I’m learning.” (General manager INV A). “I don’t have experience in HR […], but it’s true that [INV C] is growing up and every day there are more workers and managing them means a challenge for me”. (General manager INV C). “I don’t have specific formation [in managing human resources], but with a bit of common sense, it’s enough to start with. Later, when we’ll need external help, we’ll ask for it.” (HR manager INV G). |
Encouraging the employee to behave entrepreneurially |
“You do decide, contribute, make your decision, whatever you think more appropriate.” (Employee INV B, relating what the entrepreneur says to him). |
EEB reinforcing entrepreneur’s EO |
“When you go to a factory and see that they take care of the staff, that’s visible. […] A screwing factory with people, who passionate with work, they’ll come to you and say: we have to turn this machine another round and you’ll see that we’ll produce five screws more. […] In my life I’ve got the conclusion, that even in very mechanical works it’s good to be creative. You can improve the process. You can improve many things, which, finally are the key point. When you learn of a company which made something special, that’s because there were special people within giving their best. And that’s a screwing factory but, suddenly, a thought came to a dude about, instead of a cross, better a pentagon and so with a special tool, and that’s it! We get rich. Because there was a dude who had his ideas and transmitted them. […] ¿Do you want to establish a new company? Then, just tell us about! […] If it’s a business that is related to what we do here, take advantage. We all are interested in doing a good business.” (Entrepreneur INV B). “When the employees participate in the decisions or proposals, many of those proposals are put into practice. They’re then not only developing a product, […] they logically co-design what we make. […] To have a team, who is visualizing the strategy, participating in the strategy, is what a start-up needs.” (Entrepreneur INV E). |
Dimension | HR Practice | Outcome | |
---|---|---|---|
AMO | Opportunity | Participation | EEB |
Communication | |||
Flat organizational structure | |||
Socialization | |||
Autonomy | |||
Labor and familiar flexibility | |||
Person-job fit | |||
Ability | Recruitment | ||
Training | |||
Motivation | Incentives |
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Hernandez, M.A. Unveiling International New Ventures’ Success: Employee’s Entrepreneurial Behavior. Adm. Sci. 2019, 9, 56. https://doi.org/10.3390/admsci9030056
Hernandez MA. Unveiling International New Ventures’ Success: Employee’s Entrepreneurial Behavior. Administrative Sciences. 2019; 9(3):56. https://doi.org/10.3390/admsci9030056
Chicago/Turabian StyleHernandez, Miguel A. 2019. "Unveiling International New Ventures’ Success: Employee’s Entrepreneurial Behavior" Administrative Sciences 9, no. 3: 56. https://doi.org/10.3390/admsci9030056