ABSTRACT
This study proposed a line of research on entrepreneurship based on the analysis of personality traits and geographical area. Its objective is to identify whether certain personality traits or sociocultural variables typical of a particular geographical area influence those who have already started an entrepreneurial activity to keep it up, in other words, to maintain their entrepreneurial intention. The research results reach a sample of 479 entrepreneurs from two Iberian Peninsula geographical areas. The analyse of the psychometric properties on the Entrepreneurial Orientation Questionnaire (EOQ) identified five dimensions of the enterprising personality. They also evidence that geographical location is a factor that contributes to the development of the entrepreneurial intentions that determine the business profile. The results show that entrepreneurs in the northern area tend to maintain their business than those in the central zone.
ABSTRACT
The aim of this study was to examine the relationships between group cohesion and the perceived culture and desired culture of work teams. Two separate studies were carried out with a time interval of one year. The first study had a sample of 50 work teams belonging to different organizations and the second study had a sample of 75 work teams. We used Lindells index of agreement to estimate the culture and cohesion variables. Multiple and hierarchical regression analysis in both studies confirmed our initial hypothesis, showing that perceived and desired culture were positively related to group cohesion, and that culture gap had a negative association with cohesion. To a lesser extent, control variables such as job tenure and gender had a positive relationship with cohesion. The implications of these results are discussed along with the importance of considering the group level as analysis (AU)
El objetivo de este estudio fue examinar las relaciones entre cohesión grupal y la cultura percibida y deseada de los equipos de trabajo. Se realizaron dos estudios independientes con un intervalo de un año entre ambos. El primer estudio lo integraron 50 equipos de trabajo pertenecientes a diferentes organizaciones y el segundo estudio tuvo una muestra de 75 equipos de trabajo. Para estimar las variables de cultura y cohesión utilizamos el índice de acuerdo de Lindell. Los análisis de regresión múltiple y jerárquica en ambos estudios confirmaron nuestra hipótesis inicial, mostrando que tanto la cultura percibida como la cultura deseada estaban positivamente relacionadas con la cohesión grupal, y que el desfase cultural se relacionaba negativamente con la cohesión. En menor medida, las variables de control como antigüedad en el trabajo y género tenían una relación positiva con la cohesión. Se discuten las implicaciones de estos resultados junto con la importancia de considerar el nivel grupal como análisis (AU)
Subject(s)
Humans , Labor Relations , Group Processes , Organizational Culture , 16360 , Interpersonal RelationsABSTRACT
The aim of this study was to examine the relationships between group cohesion and the perceived culture and desired culture of work teams. Two separate studies were carried out with a time interval of one year. The first study had a sample of 50 work teams belonging to different organizations and the second study had a sample of 75 work teams. We used Lindell's index of agreement to estimate the culture and cohesion variables. Multiple and hierarchical regression analysis in both studies confirmed our initial hypothesis, showing that perceived and desired culture were positively related to group cohesion, and that culture gap had a negative association with cohesion. To a lesser extent, control variables such as job tenure and gender had a positive relationship with cohesion. The implications of these results are discussed along with the importance of considering the group level as analysis.
Subject(s)
Group Processes , Interprofessional Relations , Organizational Culture , Adult , Cooperative Behavior , Female , Goals , Group Structure , Humans , Male , Middle Aged , Surveys and Questionnaires , Young AdultABSTRACT
Algunos teóricos del compromiso organizacional han propuesto que la cultura es un determinante importante del compromiso organizacional. No obstante, muy pocos trabajos han examinado el papel que la cultura de los equipos de trabajo (subcultura) y sus desfases culturales tienen sobre el compromiso. El presente estudio trata de cubrir esta laguna. Utilizando una muestra de 375 equipos de trabajo de diferentes organizaciones públicas y privadas, encontramos que los resultados confirmaron nuestras propuestas. Los desfases culturales se relacionaron negativamente con el compromiso; la subcultura de los equipos lo hizo de forma positiva y se relacionó más con el compromiso con los valores que con el compromiso de continuar; las variables demográficas (edad, tiempo en el equipo, tiempo en la empresa), en contra de algunos estudios, no resultaron significativas, excepto el nivel de educación que se relacionó con el compromiso de continuar. Se analizan las implicaciones de estos resultados
Some theoreticians of organisational commitment have proposed that culture is an important determinant of organisational commitment. Nevertheless, very few studies have examined the role that work teams culture (subculture) and their cultural gaps play in commitment. This study is an attempt to overcome this lack. Using a sample of 375 work teams from various public and private organisations, it was found that the results confirmed our proposals. Cultural gaps were negatively related to commitment; the teams subculture was positively related to commitment, and more highly to commitment to values than to commitment to continuing. Contrary to the results of other studies, the demographic variables (age, time on the team, time in the company) were not significant, except that educational level was related to the commitment to continue. The implications of these results are analysed
Subject(s)
Organizational Culture , Group Processes , Cultural Deprivation , Institutional Management Teams , Social IdentificationABSTRACT
Some theoreticians of organisational commitment have proposed that culture is an important determinant of organisational commitment. Nevertheless, very few studies have examined the role that work teams culture (subculture) and their cultural gaps play in commitment. This study is an attempt to overcome this lack. Using a sample of 375 work teams from various public and private organisations, it was found that the results confirmed our proposals. Cultural gaps were negatively related to commitment; the teams subculture was positively related to commitment, and more highly to commitment to values than to commitment to continuing. Contrary to the results of other studies, the demographic variables (age, time on the team, time in the company) were not significant, except that educational level was related to the commitment to continue. The implications of these results are analysed.