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Not my business! The role of organizational culture in supporting employees with side businesses

  • Organizations can benefit from their employees doing entrepreneurial side hustles through, e.g., empowerment or innovativeness, but do employers, as the most critical stakeholder for hybrid entrepreneurs, perceive and positively react to entrepreneurial side hustles? Research on the active role of the parental organization in the emergence and operation of entrepreneurial side activities is currently missing. Drawing on a large dataset with 855 managers, we explore the heterogeneity of organizations in responding to such employees. We place the organizational culture of the employers in the spotlight and examine its impact on managerial perceptions and their behavior in this context. We show that organizational characteristics such as flexibility or an internal focus lead to positive expectations of side hustles and claim that recognition is a relevant prerequisite to exploit arising opportunities or mitigate threats effectively. We fur-thermore show that next to indirect effects through outcome expectations, cultural characteris-ticsOrganizations can benefit from their employees doing entrepreneurial side hustles through, e.g., empowerment or innovativeness, but do employers, as the most critical stakeholder for hybrid entrepreneurs, perceive and positively react to entrepreneurial side hustles? Research on the active role of the parental organization in the emergence and operation of entrepreneurial side activities is currently missing. Drawing on a large dataset with 855 managers, we explore the heterogeneity of organizations in responding to such employees. We place the organizational culture of the employers in the spotlight and examine its impact on managerial perceptions and their behavior in this context. We show that organizational characteristics such as flexibility or an internal focus lead to positive expectations of side hustles and claim that recognition is a relevant prerequisite to exploit arising opportunities or mitigate threats effectively. We fur-thermore show that next to indirect effects through outcome expectations, cultural characteris-tics also drive behavioral responses directly. For instance, focusing on flexibility leads to sup-portive behavior, while a strong focus on internal or external factors of an organization impedes supportive organizational behavior. We contribute to research on the emerging phenomenon of side hustles and push theory by revealing employer characteristics that lead to a more or less conducive environment for this type of entrepreneurs.show moreshow less

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Metadaten
Author: Karina Kappe, Diemo UrbigORCiD, Stephan Lengsfeld
URL:https://www.researchgate.net/publication/379155827
URL:https://www.fgf-ev.de/wp-content/uploads/2023/09/G-Forum-2023-Programmgeruest_18-09-2023_Internet.pdfInte
Title of the source (English):26th Annual Interdisciplinary Conference on Entrepreneurship, Innovation and SMEs, 2023
Document Type:Conference publication peer-reviewed
Language:English
Year of publication:2023
Contributing Corporation:FGF - Forschungsnetzwerk Entrepreneurship, Innovation und Mittelstand e.V.
Tag:Culture; Employer; Entrepreneurship; Hybrid entrepreneurship
Faculty/Chair:Fakultät 5 Wirtschaft, Recht und Gesellschaft / FG ABWL, insbesondere empirische Unternehmensforschung und Transformation
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