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Driving Strategic Entrepreneurship Through Organizational Commitment: Evidence from the IT Industry with Leadership Support as a Moderator

Author

Listed:
  • Tayseer Afaishat

    (Department of Business Administration, College of Business, Amman Arab University, Amman 11937, Jordan)

  • Amro Alzghoul

    (Department of Business Administration, College of Business, Amman Arab University, Amman 11937, Jordan)

  • Mahmoud Alghizzawi

    (Marketing Department, Applied Science Private University, Amman 11931, Jordan)

  • Sakher Faisal AlFraihat

    (Marketing Department, School of Business, Mutah University, Al-Karak 61710, Jordan)

Abstract

This study examines the impact of job commitment on the adoption of strategic entrepreneurship within organizations, with leadership support considered as a moderating variable. Focusing on information technology companies in Jordan, we integrate perspectives from organizational behavior and strategic management to explore how employees’ commitment (affective, normative, continuance) influences their engagement in entrepreneurial initiatives, and whether supportive leadership environments amplify this effect. This study draws on social exchange theory and organizational support theory to propose that committed employees will reciprocate the organization’s support by innovating and taking initiative, especially when they feel backed by leadership. A quantitative survey was conducted, gathering 384 valid responses from employees across Jordan’s IT sector. Data were analyzed using structural equation modeling. The findings reveal that all three forms of commitment positively affect the propensity to engage in strategic entrepreneurship, with affective commitment showing the strongest link. Notably, leadership support significantly moderates these relationships: in high-support contexts, committed employees exhibit substantially greater entrepreneurial behavior. These results indicate that committed employees are more likely to pursue innovative ideas and strategic opportunities, especially when leaders encourage and back their efforts. Theoretical implications include an enhanced understanding of commitment’s role in corporate entrepreneurship and the contingent value of leadership, while practical implications suggest actionable steps for IT firms and others in emerging economies to stimulate innovation. This research contributes to the literature by highlighting human and leadership factors as key drivers of strategic entrepreneurship in organizational settings, and by providing empirical evidence from the Middle East context.

Suggested Citation

  • Tayseer Afaishat & Amro Alzghoul & Mahmoud Alghizzawi & Sakher Faisal AlFraihat, 2025. "Driving Strategic Entrepreneurship Through Organizational Commitment: Evidence from the IT Industry with Leadership Support as a Moderator," Administrative Sciences, MDPI, vol. 15(9), pages 1-17, September.
    • Handle: RePEc:gam:jadmsc:v:15:y:2025:i:9:p:350-:d:1742756
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    References listed on IDEAS

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    1. Florentina Anif Farida & Yustinus Budi Hermanto & Ardianus Laurens Paulus & Herdina Tyas Leylasari, 2022. "Strategic Entrepreneurship Mindset, Strategic Entrepreneurship Leadership, and Entrepreneurial Value Creation of SMEs in East Java, Indonesia: A Strategic Entrepreneurship Perspective," Sustainability, MDPI, vol. 14(16), pages 1-12, August.
    2. Barclay, Michael J & Smith, Clifford W, Jr, 1995. "The Maturity Structure of Corporate Debt," Journal of Finance, American Finance Association, vol. 50(2), pages 609-631, June.
    3. Maame Afua Boatemaa & Kwaku Oppong Asante & Collins Badu Agyemang, 2019. "The Moderating Role of Psychological Flexibility in the Relationship Between Organizational Commitment, Workaholism, Job Security, and Corporate Entrepreneurship Among Information Technology Workers in Accra, Ghana," SAGE Open, , vol. 9(3), pages 21582440198, August.
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