Social entrepreneurship, transformational leadership and organizational performance: the mediating role of organizational learning

• Autorzy: Sari Ria Nelly , Junita Dewi , Anugerah Rita , Nanda Satria Tri

Identyfikatory

DOI

10.17512/pjms.2021.23.2.28

Warianty tytułu

PL

Przedsiębiorczość społeczna, przywództwo transformacyjne i wyniki organizacyjne: mediacyjna rola kształcenia organizacyjnego

• Języki publikacji: EN

Abstrakty

EN

Village-Owned Enterprises are needed to assist the government in meeting community needs and restoring the village economy, so it is very important to ensure its success in achieving excellent organizational performance. Therefore, studies on exploring the variables that contribute to enhancing the performance of this entity are needed. This study has two objectives-- first, to investigate the effect of social entrepreneurship and transformational leadership on organizational performance;second, to investigate the indirect effects of social entrepreneurship and transformational leadership on organizational performance through organizational learning. This study is quantitative research. Data are collected using questionnaires distributed to directors of 122 village-owned enterprises in Siak Regency, Indonesia. A total of 85 completed responses were received and analyzed by using WarpPLS 5.0. Empirical findings confirm that social entrepreneurship and transformational leadership influence organizational learning and organizational performance. Further analysis shows that social entrepreneurship and transformational leadership affect organizational performance through organizational learning, and therefore the latter acts as a mediating variable. This study reveals that social entrepreneurship and transformational leadership enhance organizational learning to improve organizational performance. This study contributes to the field of management accounting for village-owned enterprises. Directors of village-owned enterprises must be able to develop a social entrepreneurial spirit and transformational leadership to create a learning environment for organizations that can influence the improvement of organizational performance.

PL

Przedsiębiorstwa wiejskie są potrzebne, aby pomagać rządowi w zaspokajaniu potrzeb społeczności i przywracaniu gospodarki wiejskiej, dlatego bardzo ważne jest zapewnienie jego sukcesu w osiąganiu doskonałych wyników organizacyjnych. Dlatego potrzebne są badania nad badaniem zmiennych, które przyczyniają się do poprawy wydajności tego podmiotu. Niniejsze badanie ma dwa cele: po pierwsze, zbadać wpływ przedsiębiorczości społecznej i przywództwa transformacyjnego na wydajność organizacyjną; po drugie, zbadać pośredni wpływ przedsiębiorczości społecznej i przywództwa transformacyjnego na wydajność organizacyjną poprzez uczenie się organizacji. Niniejsze badanie ma charakter badań ilościowych. Dane zbierane są za pomocą kwestionariuszy rozesłanych do dyrektorów 122 przedsiębiorstw wiejskich w Siak Regency w Indonezji. Otrzymano i przeanalizowano 85 kompletnych odpowiedzi przy użyciu WarpPLS 5.0. Wyniki badań empirycznych potwierdzają, że przedsiębiorczość społeczna i przywództwo transformacyjne wpływają na uczenie się organizacji i wyniki organizacyjne. Dalsza analiza pokazuje, że przedsiębiorczość społeczna i przywództwo transformacyjne wpływają na wyniki organizacyjne poprzez uczenie się organizacji, a zatem to ostatnie działa jako zmienna pośrednicząca. Badanie to pokazuje, że przedsiębiorczość społeczna i przywództwo transformacyjne wzmacniają uczenie się organizacji w celu poprawy wydajności organizacji. Niniejsze opracowanie stanowi wkład w obszar rachunkowości zarządczej dla przedsiębiorstw wiejskich. Dyrektorzy przedsiębiorstw będących własnością wsi muszą być w stanie rozwinąć ducha przedsiębiorczości społecznej i przywództwa transformacyjnego, aby stworzyć środowisko uczenia się dla organizacji, które może wpływać na poprawę wydajności organizacji.

Słowa kluczowe

EN

social entrepreneurship; transformational leadership; organizational learning; organizational performance; village-owned enterprise; BUMDes

PL

przedsiębiorczość społeczna; przywództwo transformacyjne; uczenie się organizacji; wydajność organizacyjna; przedsiębiorstwa wiejskie; BUMD

• Wydawca: Czestochowa University of Technology
• Czasopismo: Polish Journal of Management Studies
• Rocznik: 2021
• Tom: Vol. 23, No. 2
• Strony: 464--480
• Opis fizyczny: Bibliogr. 73 poz., rys., tab.

Twórcy

autor

Sari Ria Nelly

• Universitas Riau, Faculty of Economics and Business

autor

Junita Dewi

• Universitas Riau, Faculty of Economics and Business

autor

Anugerah Rita

• Universitas Riau, Faculty of Economics and Business

autor

Nanda Satria Tri

• Universitas Lancang Kuning, Faculty of Economics

Bibliografia

• 1.Amin, M., (2015). The effect of entrepreneurship orientation and learning orientation on SMEs’ performance: an SEM-PLS approach. J. for International Business and Entrepreneurship Development, 8(3), 215-230.
• 2.Arham, A. F., Boucher, C. and Muenjohn, N., (2013). Leadership and Entrepreneurial Success : A Study of SMEs in Malaysia. World Journal of Social Sciences, 3(5), 117-130.
• 3.Arif, S., Akram, A., (2018). Transformational Leadership and Organizational Performance. SEISENSE Journal of Management, 1(3), 59-75.
• 4.Austin, J., Stevenson, H. and Wei-Skillern, J., (2006). Social and commercial entrepreneurship: Same, different, or both? Entrepreneurship: Theory and Practice, 30(1), 1-22.
• 5.Aziz, R., Abdullah, M., Tajudin, A. and Mahmood, R., (2013). The effect of leadership styles on the business performance of SMEs in Malaysia. International Journal of Economics Business and Management Studies, 2(2), 45-52.
• 6.Bagnoli, L., Megali, C., (2011). Measuring performance in social enterprises. Nonprofit and Voluntary Sector Quarterly, 40(1), 149-165.
• 7.Bass, B. M., (1985). Leadership and performance beyond expectations. New York, NY: Free Press.
• 8.Bass, B. M., (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19-31.
• 9.Bass, B. M., (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9-32.
• 10.Bhat, A. B., Rangnekar, S. and Barua, M., (2013). Impact of transformational leadership style on organizational learning. Elite Research Journal of Education and Review, 1(4), 24-31.
• 11.Burns, J.M., (1978) ‘Leadership’, in Heymann, K. (1992) (Ed.): Quality Management: A Ten-point Model, Cornell Hotel and Restaurant Administration, Vol. 33, No. 5, 51-60, Harper Row, NY.
• 12.Carless, S. A., Wearing, A. J. and Mann, L., (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3), 389-405.
• 13.Carraher, S., (2012). Social entrepreneurship: Interviews, journal surveys, and measures. Journal of Management History. 597-598.
• 14.Chen, C. N., Tzeng, L. C., Ou, W. M. and Chang, K. T., (2007). The relationship among social capital, entrepreneurial orientation, organizational resources and entrepreneurial performance for new ventures. Contemporary Management Research, 3(3).
• 15.Cherrington, D. J., (1989). The Management of Individual and Organizational Performance: Instructor's Manual for Organizational Behavior. Allyn and Bacon.
• 16.Chin, W.W., (1998). The partial least squares approach to structural equation modeling. In G. A. Marcoulides (Ed.), Modern methods for business research (pp. 295-336). Mahwah, NJ: Lawrence Erlbaum Associates.
• 17.Colbert, A. E., Kristof-Brown, A. L., Bradley, B. H. and Barrick, M. R., (2008). Ceo transformational leadership: The role of goal importance congruence in top management teams. Academy of Management Journal, 51(1), 81-96.
• 18.Davis, J. L., Greg Bell, R., Tyge Payne, G. and Kreiser, P. M., (2010). Entrepreneurial Orientation and Firm Performance: The Moderating Role of Managerial Power. American Journal of Business.25(2), 41-54.
• 19.Dees, J. G. (1998). The meaning of social entrepreneurship.
• 20.Dess, G. G., & Robinson Jr, R. B. (1984). Measuring organizational performance in the absence of objective measures: the case of the privately held firm and conglomerate business unit. Strategic Management Journal, 5(3), 265-273.
• 21.DiBella, A. J., Nevis, E. C. and Gould, J. M., (1996). Understanding organizational learning capability. Journal of Management Studies, 33(3), 361-379.
• 22.Dwivedi, A., Weerawardena, J., (2018). Conceptualizing and operationalizing the social entrepreneurship construct. Journal of Business Research, 86, 32-40.
• 23.Easterby‐Smith, M., Crossan, M. and Nicolini, D., (2000). Organizational learning: debates past, present and future. Journal of Management Studies, 37(6), 783-796.
• 24.Fiol, C. M., Lyles, M. A., (1985). Organizational learning. Academy of Management Review, 10(4), 803-813.
• 25.Fox, J. M., (2005). Organizational entrepreneurship and the organizational performance linkage in university extension (Doctoral dissertation, The Ohio State University).
• 26.García-Morales, V. J., Jiménez-Barrionuevo, M. M. and Gutiérrez-Gutiérrez, L., (2012). Transformational leadership influence on organizational performance through organizational learning and innovation. Journal of Business Research, 65(7), 1040-1050.
• 27.García‐Morales, V. J., Lloréns‐Montes, F. J. and Verdú‐Jover, A. J., (2008). The effects of transformational leadership on organizational performance through knowledge and innovation. British Journal of Management, 19(4), 299-319.
• 28.Garvin, D. A., (1993). Manufacturing strategic planning. California Management Review, 35(4), 85-106.
• 29.Ghozali, Imam and Latan., (2014). Structural equation modeling: alternative methods with partial least square (pls). University of Diponegoro, Semarang, Indonesia.
• 30.Giroux, T., McLarney, C., (2014). Exploring the leadership continuum: The relevance of transformational leadership on organizational performance. Proceedings of the Northeast Region Decision Sciences Institute, 43(4), 862-886.
• 31.Hair Jr, J. F., Sarstedt, M., Hopkins, L. and Kuppelwieser, V. G., (2014). Partial least squares structural equation modeling (PLS-SEM): An emerging tool in business research. European Business Review.
• 32.Henri, J. F., (2006). Management control systems and strategy: A resource-based perspective. Accounting, Organizations and Society, 31(6), 529-558.
• 33.Huber, G. P., (1991). The nontraditional quality of organizational learning. Organization Science, 2(1), 88-115.
• 34.Hurley, R. F., Hult, G. T. M., (1998). Innovation, market orientation, and organizational learning: an integration and empirical examination. Journal of Marketing, 62(3), 42-54.
• 35.Indonesia, R., (2004). Undang-Undang Republik Indonesia Nomor 32 Tahun 2004 Tentang Pemerintahan Daerah. Lembaran Negara Republik Indonesia Tahun, (125).
• 36.Inkpen, A. C., Crossan, M. M., (1995). Believing is seeing: Joint ventures and organization learning. Journal of Management Studies, 32(5), 595-618.
• 37.Ireland, R. D., Hitt, M. A. and Sirmon, D. G., (2003). A model of strategic entrepreneurship: The construct and its dimensions. Journal of Management, 29(6), 963-989.
• 38.J. Bryce, H., (2014). Public policy rules and norms in choice of a nesting place of a social enterprise : Firm or nonprofit? Journal of Entrepreneurship and Public Policy. 3(2), 237-253
• 39.Kandemir, D., Hult, G. T. M., (2005). A conceptualization of an organizational learning culture in international joint ventures. Industrial Marketing Management, 34(5), 430-439.
• 40.Kirzner, I.M., (1973). Competition and entrepreneurship, Chicago, IL: University of Chicago Press
• 41.Koontz, H., Donnell, C., (1993). Introduction to management. McGraw-Hill Inc., New York.
• 42.Lekatompessy, J. E., (2012). The role of management control systems in enhancing firm performance: Contingency analysis and resource based view. (Doctoral dissertation, University of Diponegoro, Indonesia).
• 43.Levitt, B., March, J. G., (1988). Organizational learning. Annual Review of Sociology, 14(1), 319-338.
• 44.Liao, H., Chuang, A., (2007). Transforming service employees and climate: A multilevel, multisource examination of transformational leadership in building long-term service relationships. Journal of Applied Psychology, 92(4), 1006.
• 45.Lievens Pascal Van Geit Pol Coetsier, F., (1997). Identification of transformational leadership qualities: An examination of potential biases. European Journal of Work and Organizational Psychology, 6(4), 415-430.
• 46.Mair, J., Noboa, E., (2006). Social entrepreneurship: How intentions to create a social venture are formed. In Social Entrepreneurshi (pp. 121-135). Palgrave Macmillan, London.
• 47.March, J. G., (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87.
• 48.Menguc, B., Auh, S. and Shih, E., (2007). Transformational leadership and market orientation: Implications for the implementation of competitive strategies and business unit performance. Journal of Business Research, 60(4), 314-321.
• 49.Mutahar, A. Y., Rasli, A. M. and Al-Ghazali, B. M., (2015). Relationship of transformational leadership, organizational learning and organizational performance. International Journal of Economics and Financial Issues, 5(1S).
• 50.Noruzy, A., Dalfard, V. M., Azhdari, B., Nazari-Shirkouhi, S. and Rezazadeh, A., (2013). Relations between transformational leadership, organizational learning, knowledge management, organizational innovation, and organizational performance: an empirical investigation of manufacturing firms. The International Journal of Advanced Manufacturing Technology, 64(5-8), 1073-1085.
• 51.Oeij, P., Kraan, K. O. and Vaas, F., (2010). Impact of social innovation on organisational performance and sickness absence.
• 52.Palacios-Marqués, D., García, M. G., Sánchez, M. M. and Mari, M. P. A., (2019). Social entrepreneurship and organizational performance: A study of the mediating role of distinctive competencies in marketing. Journal of Business Research, 101, 426-432.
• 53.Para-González, L., Jiménez-Jiménez, D. and Martínez-Lorente, A. R., (2018). Exploring the mediating effects between transformational leadership and organizational performance. Employee Relations, 40 (2), pp. 412-432
• 54.Podsakoff, P. M., MacKenzie, S. B. and Bommer, W. H., (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22(2), 259-298.
• 55.Qureshi, M. I., Khan, N. U., Rasli, A. M. and Zaman, K., (2015). The battle of health with environmental evils of Asian countries: promises to keep. Environmental Science and Pollution Research, 22(15), 11708-11715.
• 56.Roberts, R., Woods, C., (2005). Changing the world on a shoestring: The concept of social entrepreneurship. University of Auckland Business Review, 7(1), 45-51.
• 57.Roth, A. V., Jackson III, W. E., (1995). Strategic determinants of service quality and performance: Evidence from the banking industry. Management Science, 41(11), 1720-1733.
• 58.Sari, R. N., Ainuddin, R. A. and Abdullah, T. A. T., (2006). Kesan padanan antara perakaunan pengurusan strategik dengan strategi perniagaan terhadap prestasi firma. Jurnal Pengurusan (UKM Journal of Management), 25.
• 59.Sari, R. N., Junita, D., Anugerah, R. and Zenita, R., (2019). Enhancing the Performance of Village-Owned Enterprises: The Role of Transformational Leadership and Organizational Capabilities. Global J. Bus. Soc. Sci. Review, 7(4), 224-238.
• 60.Schön, D., Argyris, C., (1996). Organizational learning II: Theory, method and practice. Reading: Addison Wesley, 305(2).
• 61.Senge, P. M., (1990). The fifth discipline, the art and practice of the learning organization. Performance + Instruction.
• 62.Senge, P. M., Kleiner, A., Roberts, C., Ross, R. and Smith, B., (1994). The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization, 1994. N. Brealey.
• 63.Shane, S. A. (2003). A general theory of entrepreneurship: The individual-opportunity nexus. Edward Elgar Publishing.
• 64.Sinkula, J. M., (1994). Market Information Processing and Organizational Learning. Journal of Marketing, 58(1), 35-45.
• 65.Sommers, M. J., Birnbaum, D., (1998). Work-Related Commitment and Job Performance: It’s also The Nature of Performance That Cults. Journal of Organizational Behavior, 19, 621-634.
• 66.Sosik, J. J., Kahai, S. S. and Avolio, B. J., (1998). Transformational leadership and dimensions of creativity: Motivating idea generation in computer-mediated groups. Creativity Research Journal, 11(2), 111-121.
• 67.Sullivan Mort, G., Weerawardena, J. and Carnegie, K., (2003). Social entrepreneurship: towards conceptualisation. International Journal of Nonprofit and Voluntary Sector Marketing, 8(1), 76-88.
• 68.Susanto, C., Al Habsy, T. and Abdillah, Y., (2020). The influence of social entrepreneurship on the organizational learning, partnership, competitive advantages, and business performance (a study of a creative industry-based small scale apparel business in DKI Jakarta). Human Systems Management, (Preprint), 1-18.
• 69.Tepthong, S., (2014). Social Entrepreneurship Performance; Combining the Resource Dependence and Resource-Based Views. School of Public Administration National Institute of Development Administration.
• 70.Tucker, B. A., Russell, R. F., (2004). The influence of the transformational leader. Journal of Leadership & Organizational Studies, 10(4), 103-111.
• 71.Weerawardena, J., Sullivan-Mort, G., (2001). Learning, innovation and competitive advantage in not-for-profit aged care marketing: A conceptual model and research propositions. Journal of Nonprofit and Public Sector Marketing, 9(3), 53-73.
• 72.Widener, S. K., (2007). An empirical analysis of the levers of control framework. Accounting, Organizations and Society, 32(7-8), 757-788.
• 73.Zhao, Y., Li, Y., Lee, S. H. and Bo Chen, L., (2011). Entrepreneurial orientation, organizational learning, and performance: Evidence from China. Entrepreneurship Theory and Practice, 35(2), 293-317.

Uwagi

Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).