As the sensitivity to corporate social responsibility continues to grow, the goal of enterprises has expanded beyond the sole pursuit of economic value. Corporate social goal orientation has therefore come to occupy a central position in entrepreneurs’ psychology and the transition away from a market-only economy. This study uses secondary data from 4,288 samples of 725 Chinese-listed companies from 2009 to 2020 to explore the driving factors in social goal orientation based on the characteristics of sample companies and their industry (...) groups from the perspective of stakeholder relationships. The results can be summarized as follows: there is an inverted U-shaped relationship between government stakeholder relationships and social goal orientation, and there is a significant positive relationship between financial stakeholder relationships, market stakeholder relationships, and corporate social goal orientation. The correlation between single-dual stakeholder relationships and social goal orientation is not consistent. In light of the nature of the roles of government and the market, the correlation between the government–market dual relationship and corporate social goal orientation is not significant. However, there is a significant correlation between the finance–government dual stakeholder relationship and social goal orientation; that is, the dual stakeholder relationship maintains the existence of non-institutional capital and corporate financial capital. Moreover, there is no significant correlation between the market–finance dual relationship and corporate social goal orientation, and there is substitutability between market and financial stakeholder relationships. With the deepening of our understanding of CSR, the core goal of enterprises is no longer confined to the pursuit of economic value, and their social goal orientation has come to be regarded as a major driving force in sustainable development. This study enriches the research on the relationship between stakeholder relationships and shows that stakeholder relationships also have important significance to both achieving corporate goals and shaping entrepreneurs’ psychology. (shrink)

At present, the research on the influence mechanism of psychological capital on farmers’ entrepreneurial behavior is relatively mature. However, the relationship between farmers’ entrepreneurial behavior and macroeconomics by entrepreneurial psychological capital is still unclear. Based on this, firstly, this work analyzes the entrepreneurial PsyCap in detail. Secondly, the research hypothesis is put forward and a conceptual model is implemented. A questionnaire is designed to analyze the current situation of farmers’ entrepreneurial PsyCap and entrepreneurial behavior. Finally, a structural equation model is (...) implemented to explore the relationship between farmers’ entrepreneurial behavior and macroeconomics. The path test of the SEM is utilized to obtain the following. Macroeconomic growth has a significant positive impact on entrepreneurial behavior. Macroeconomics can affect farmers’ entrepreneurial behavior to varying degrees by affecting the four entrepreneurial PsyCap of farmers’ subjective cognition, Tenacity, hope and open-mindedness. This indicates that entrepreneurial PsyCap plays an intermediary role between farmers’ entrepreneurial behavior and macroeconomics. The purpose of this work is to explore the relationship among farmers’ entrepreneurial behavior, macroeconomics, and the role of entrepreneurial PsyCap through empirical analysis, thereby providing a theoretical reference for the subsequent country’s optimization of farmers’ entrepreneurial strategies. (shrink)

Errors are inevitable in an increasingly risky and dynamic entrepreneurial environment. The error management and the error climate perceived by the members are crucial to the subsequent innovation behaviors. Maintaining and improving the psychological capital of entrepreneurs under errors is not only the psychological activities of entrepreneurs themselves but also a critical management process in which an organization can influence the psychological factors and behaviors of entrepreneurs through error management climate. In the context of Chinese culture, this study explores the (...) influence of error management climate on entrepreneurial self-efficacy and innovation behavior under the boundary condition of Zhongyong thinking. Two hundred ninety samples of Chinese entrepreneurs are empirically analyzed in this study, and results show that: error management climate and entrepreneurial self-efficacy have significant positive effects on entrepreneurs’ innovation behavior; entrepreneurial self-efficacy mediates the relationship between error management climate and innovation behavior; and Zhongyong thinking plays moderating roles in the process of error management climate influencing innovation behavior. This study complements the entrepreneurship literature with its focus on error management climate as an essential antecedent of entrepreneurial self-efficacy, and promotes an understanding of how Chinese practitioners promote innovative behavior from a cultural perspective. (shrink)

Inappropriate social interactions of entrepreneurs can generate negative effects in the peer-to-peer lending market. To address this problem and assist peer-to-peer entrepreneurs in customizing their online interaction strategies, we used the cutting-edge cognitive-experiential self-system conceptual model and studied the relationship between peer-to-peer entrepreneurs’ interactions and financing levels. Online interactive information was categorized as emotional or cognitive, adding the moderator of entrepreneur popularity, and the effect of these interactions on individual investors was analyzed. We found that the entrepreneurs’ online interactive information (...) affected psychological perception of entrepreneurs and their corresponding brand image. The interaction between popularity and interactive information types was significant. The findings imply that less popular entrepreneurs should engage in emotional interactions, while more popular entrepreneurs should choose cognitive interactions. Online interaction created comparative advantages in the financing activities of peer-to-peer companies. These results expand understanding of the psychological facets of the consumer–brand relationship in the digital world, and extend the current literature. This study also highlights key areas of learning and application for both practitioners and scholars of organizational psychology. (shrink)