Exploring employee’s entrepreneurial behavior process

Corporate entrepreneurship activities are carried out by individuals working within organizations, including both managers and staff. Consequently, the implementation of corporate entrepreneurship is dependent on the active participation of employees and their demonstration of entrepreneurial behaviors. The research aim is to examine the process of employees’ entrepreneurial behavior within corporate settings and investigating relationships between components of this process such as entrepreneurial personality, entrepreneurial passion, entrepreneurial self-efficacy, and entrepreneurial ideation in umbrella of organizational entrepreneurial architecture. In order to reach this research goal, a survey questionnaire was utilized to collect data from 384 employees and managers working in Iranian electrical and electronics companies. The conceptual research model’s fit was assessed using structural equation modeling (SEM) and path analysis (PA) with the assistance of AMOS 22.0 software. The results from the path analysis indicate that employees’ entrepreneurial personality directly and positively influences their entrepreneurial passion, while also indirectly impacting their entrepreneurial self-efficacy through their entrepreneurial passion. Furthermore, the findings reveal that employees’ entrepreneurial self-efficacy has a direct effect on their entrepreneurial ideation, while entrepreneurial passion affects entrepreneurial ideation indirectly through entrepreneurial self-efficacy. Additionally, employees’ entrepreneurial ideation plays a role in emerging their entrepreneurial opportunities identification action. Lastly, if corporates possess a robust organizational entrepreneurial architecture (including entrepreneurial organizational culture, entrepreneurial leadership, structural flexibility, legal and technological infrastructure of company, and entrepreneurial financing), the action of entrepreneurial opportunities identification by employees contributes to their entrepreneurial opportunities exploitation action within corporates settings. Further, the research results show although entrepreneurial leadership governs in Iranian electrical and electronics companies but leaders and top managers have not yet enacted and applied polices of entrepreneurial financing for supporting their employee’s entrepreneurial idea and behaviors. The practical implications derived from this research focus primarily on managerial strategies that promote and support employees’ entrepreneurial behavior within organizations. These strategies involve the recruitment and selection of individuals who possess entrepreneurial personalities. Business owners and human resource managers can utilize established tools such as the Myers-Briggs Type Indicator (MBTI) and Entrepreneurial ESTP personality profile to identify and encourage employees with entrepreneurial spirit and behaviors. By employing these measures, organizations can effectively nurture and promote an entrepreneurial culture within their workforce.