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Innovativeness is one of the crucial factors allowing companies to grow, and innovative behavior of entrepreneurs is an important source of firm innovativeness and business success. This study aims to better understand self-regulatory mechanisms stimulating the innovative behavior of entrepreneurs. We have tested the mediation model in which work-related affect (enthusiasm, comfort, anxiety, and depression) mediates the relationship between work self-efficacy and innovative behavior. A longitudinal study with three measurement times was conducted on a sample of entrepreneurs-business owners. The mediation analysis with bias-corrected bootstrapping method confirmed that the relation between work self-efficacy and innovative behavior of entrepreneurs is mediated by their work-related positive affect--comfort and enthusiasm--but not by negative affect.

Purpose: Based on the self-determination theory and the model of action phases, the present study aims to provide insight into motivational factors that are important for training initiation. It investigates the relations between three types of motivation (intrinsic, extrinsic and amotivation) and training initiation: intention to initiate new training and plan formulation. Design/methodology/approach: Data were collected from 155 employees using the Motivation for Training Initiation Scale and the Training Intention and Training Planning Scales. Findings: The results of hierarchical regression analyses show that intrinsic and extrinsic motivation are positively, while amotivation is negatively, related to intention to start new training. Intrinsic motivation is a significant predictor of training plan formulation. The stronger is the intention, the more precise are plans to undertake training. Research limitations/implications: The cross-sectional study design limits causal conclusions concerning actual training action. This, therefore, encourages the validation of study hypotheses in a longitudinal manner. Practical implications: The results offer suggestions on how to foster training initiation taking into account types of motivation. Originality/value: The study for the first time combines the model of action phases with the self-determination theory.

BACKGROUND: This paper presents the results of three studies allowing the design and initial validation of the Daily Goal Realization Scale (DGRS). Goal realization refers to the engagement in goal-directed behavior that leads to progress in personal goal attainment; it is considered one of the adaptive personal characteristics. participants and procedure Three studies, including an initial study to develop and select the items (Study 1), an intensive longitudinal study (Study 2), and a multiple goal evaluation study (Study 3), tested factorial structure, reliability and validity of the measure. RESULTS: Multilevel confirmatory factor analysis confirmed the unidimensional structure of the DGRS (obtained in Study 1) both at the individual and goal level, captured as daily goal realization (Study 2) and as multiple goal realization (Study 3). The validity of the DGRS was supported by meaningful associations with other goal evaluations (Study 3). As expected, the DGRS was positively related to evaluations of progress in goal achievement, engagement, likelihood of success, and goal importance. The DGRS also demonstrated measurement invariance allowing for meaningful comparisons of scores between men and women. CONCLUSIONS: The findings indicate that the DGRS is a brief and reliable idiographic measure of daily goal realization. The scale has excellent internal consistency and good criterion validity. [ABSTRACT FROM AUTHOR]

The aim of this study was to explore cross‐level mechanisms stimulating employees' innovative behavior in small firms, specifically emotional contagion between small business owners and their employees. Using data from three European countries and applying a multilevel approach, we tested how small business owners' work‐related affect—enthusiasm and comfort—relate to their employees' work‐related affect and innovative work behavior. The sample consisted of 85 small business owners and 711 employees from firms operating in the Netherlands, Poland, and Spain. Controlling for country, the results of multilevel modeling showed that small business owners' work‐related affect was positively related to their employees' work‐related affect. The hypothesized contagion of work‐related affect in small firms was, thus, supported. Employees' work‐related affect, in turn, was positively associated with their innovative behavior. Employees' work‐related affect mediated the relationship between small business owners' work‐related affect and employees' innovative behavior. The results also showed cross‐country differences in the strength of some of the relationships. The study is a step forward in understanding innovation in small firms, extending the insights gained from single‐level investigations. [ABSTRACT FROM AUTHOR]

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