Explain The Concept Of Social Entrepreneurship – Scholars have begun to recognize the importance of the political skills of entrepreneurs for new businesses. That is, social entrepreneurship is a situation where entrepreneurs have made great efforts in political networks to combine resources and diverse interests for sustainability (such as environmental welfare). In this paper, we combine social exchange theory and resource-based perspectives to consider how the political skills of social entrepreneurs enhance new business performance through their social networks (size/diversity and structural holes) and discuss how psychological capital works in the context of entrepreneurship. Political skills can affect new business practices through implementation. By integrating key entrepreneurial research structures at various levels, this article not only increases our knowledge of how social entrepreneurs’ political skills and emotional capital affect business performance, but also the new way of business also provides some guidance on the use of political skills. Improve social networks and their performance. Implications for the sustainability of social entrepreneurship are discussed.
New cooperation contributes to socio-economic development. Therefore, understanding the key influencing factors of new company performance is of theoretical and practical value (Baumol and Strom, 2007). Enterprise researchers have emphasized the importance of social networks of entrepreneurs for the survival and growth of new businesses (Shen and Cable, 2002; Huang and Antonic, 2003; Ruf et al., 2003; Li and Zhang, 2007; et al., Chen. 2017), found that entrepreneurs often cultivate and create extensive social networks to obtain the resources they need (Eisnhardt and Schoonhoven, 1996; Stuart and Sorensen, 2007; Stamm and Elfering, 2008); de Carolis et al., 2009).
Explain The Concept Of Social Entrepreneurship
Although existing literature has found significant positive effects of social networks on company performance, the basic question remains unanswered: Why do some entrepreneurs build and develop social networks to improve new business performance more than others? From a practical perspective, the study argues that entrepreneurial skills can influence the creation and use of social networks. Although many studies have examined the direct effects of social networks on joint venture performance, few studies have analyzed the indirect effects of social networks. For example, social networks act as a mediating variable that can moderate the effect of entrepreneurial skills on business performance.
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In the context of social enterprise, efforts to answer such questions are still needed. the. Social entrepreneurship is a special type of entrepreneurship, not only seeking economic returns, but also pursuing the goal of solving social/public problems harmoniously between diverse interests. In this situation, political skills are important for entrepreneurs. Ferris et al. (2012) claim that individuals with high political skills tend to build good relationships with others and occupy a central position in the workplace (Treadway et al., 2013). Omrane (2015) argues that individuals can use appropriate skills to build good social networks that will help them access important social resources. Fang et al. (2015) proposed that entrepreneurs with high political skills can create more stable and adaptive social networks than those with less.
All of these pioneering studies generally point to a common research direction – we need to know more about how the political skills of entrepreneurs affect their social networks and, in turn, the company’s performance. Moreover, little is known about how, and how, the four important dimensions of political skills differ in affecting the functioning of social networks to improve new business practices. Although academic work has widely considered the impact of emotional capital on organizational results, it has been suggested that studies that focus on the impact of emotional capital on entrepreneurial performance, through multiple mediating factors, are very limited. Studies examining the relationship between psychological capital, political skills and social networks are still very limited in the entrepreneurship literature. Considering that political skills are related to power relations in organizations, which require a strong emotional foundation, it stands to reason that this set of skills may be related to emotional capital.
Moreover, the success of social enterprises is separated from the aid and assistance of the wider society. Because the pursuit of social economic goals often results in a lack of capital for social enterprises, social entrepreneurs must publicize their social mission and encourage the prosocial behavior of external resource owners. When social entrepreneurs persuade resource owners to support and help, they must have the ability to be positive about the psychological state of others in order to empathize with others and identify with society. Therefore, the psychological capital of entrepreneurs may play an important role in this process, and we posit that entrepreneurs with a positive psychological state may be able to leverage their political skills and social networks. In the process of interpersonal interaction, the emotional state of individuals often affects each other, so the self-confidence, positive outlook, hope and resilience of entrepreneurs can affect the emotional state of others, making them trust others. Potential. Success in social enterprise.
In conclusion, to discuss the above question, we explain the concept of the potential impact of emotional capital on political skills. Following this, we discuss in depth the impact of entrepreneurs’ social network size, diversity, structural holes and political skills on the financial performance of their new ventures. We discuss the different effects of four dimensions of political skills. In addition, the mediating role of the aforementioned social network dimensions was explored. Moreover, the specific context of social entrepreneurship is relevant for good examples of the issues presented here. Our study will contribute to the network entrepreneurship research literature and the political skills research literature at the firm level, especially in terms of social entrepreneurship. Before we begin the discussion of interactions, we sketch the conceptual model in Figure 1.
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The concept of positive organizational behavior, which can be described as the reflection of positive emotions in the life of the organization, has contributed to the concept of emotional capital (Avey et al., 2008, 2009; Luthans et al., 2008). Psychological capital can be understood as a collective and positive mental state that a group of individuals share in an organization.
There are various definitions of psychological capital, which is related to the positive psychological state of the individual and/or overall development. In one of these definitions, emotional capital is considered a state of self-confidence, or in other words, one’s own ability to provide the necessary effort to succeed in a difficult task. According to another definition, emotional capital is a positive expectation about the possibility of success in the present and in the future, or in other words, the state of being optimistic. Moreover, emotional capital is defined as the ability to intend to approach, and move towards new ways of achieving success, or in other words, have expectations. Finally, it can be said that psychological capital is a concept that is the ability to face problems or suffering that may arise and show an attitude at such times, such as, patience or patience Luthans et al. (2006a,b).
Based on different concepts, but highly related, scholars have agreed that there are four basic dimensions of emotional capital: self-efficacy, optimism, hope and resilience Luthans et al. (2007). Self-efficacy is the belief that individuals have, control events and solve problems encountered in organizational life, future benefits with positive motivation and cognitive resources Stajkovic and Luthans (1998). It is also defined by Stajkovic and Luthans (1998) as a person’s positive belief about his abilities while doing and performing tasks. Optimism can be defined as a positive expectation for the future (Carver and Scheer, 2002a, b). At the core of the definition, individuals give positive reasons to internal causes, perseverance, and general as a result of Seligmanand Csikszentmihalyi, 2000. Hope, the third dimension of emotional capital, communicates the energy with a goal to achieve a specific goal. From planning. Snyder (2000) with a sense of accomplishment. Finally, resilience is viewed as an individual’s ability to bounce back from or eventually lead to success in the face of a variety of negative situations (such as failure or uncertainty) ( Luthans et al., 2006b ). It is a state that shows positive change and growth in the face of negative conditions such as difficulty, uncertainty, conflict, failure, etc. Masten (2001), Luthans (2002) Act. Erkus and Findikli (2013).
The relationship between psychological capital and organizational results has been widely considered in the literature from different angles. It is said that it provides organizations with a competitive advantage. It is further suggested that mental health may be both positively and negatively related to political skills (Bedi & Skowronski, 2014). However, the detailed cause-effect relationships are less discussed. That said, although knowledge has accumulated about how a person’s political skills can affect the mental state of others, few have explored how a person’s positive mental state can affect themselves. and the rest (2004).
Pdf) Social Entrepreneurship: The Need, Relevance, Facets And Constraints
During a new venture, the psychological capital of entrepreneurs, as well as other employees, can have a positive effect on their performance. However, their influence patterns may be different. For example, an entrepreneur’s psychological capital can have a direct and positive effect on the performance of his political skills, enabling him to motivate internal employees and create better social networks.
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