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This paper explores how the individual values of self‐direction, power, and benevolence predict career decisions (self‐ or paid employment). By observing heterogeneity in career patterns across countries, this research examines the moderating effect of cultural contexts (gender egalitarianism, performance orientation, and collectivism) on this relationship. Blending the theory of human values (THVs) and institutional theory (IT), we test hypotheses using the World Values Survey (WVS) Wave 6 data and GLOBE cultural dimensions from 21,286 individuals in 26 countries. The findings show that only self‐direction value increases the likelihood of being self‐employed. However, the post‐hoc analysis offers more insightful findings: the decision towards innovative entrepreneurship instead of routine self‐employment is explained by all values of self‐direction, power, and benevolence, together with individualistic culture. Overall, this study finds that the influence of individual values is greater than cultural context on career choice and it differs between self‐ versus paid employment and innovative entrepreneurship versus routine self‐employment. [ABSTRACT FROM AUTHOR]

This study investigates the determinants of green entrepreneurship from the perspectives of leadership, culture, and creativity. We prove that environmental leadership of top managers positively influences green entrepreneurship directly, and it also positively affects green entrepreneurship indirectly via green creativity. Furthermore, environmental organizational culture cannot directly influence green entrepreneurship, but it can indirectly affect green entrepreneurship through green creativity positively. In addition, we verify that green creativity plays a partial mediator role on the relationship between environmental leadership of top managers and green entrepreneurship, as well as a full mediator role on the relationship between environmental organizational culture and green entrepreneurship. Moreover, we demonstrate that both of proactiveness and risk‐taking propensity of top managers moderate the positive relationship between green creativity and green entrepreneurship. The results suggest enterprises to improve environmental leadership of top managers, environmental organizational culture, and green creativity to improve green entrepreneurship. Additionally, firms must develop top managers' proactiveness and risk‐taking propensity to increase the extent of the positive relationship between green creativity and green entrepreneurship. [ABSTRACT FROM AUTHOR]