Abstract
A detailed literature review provided consistent justification for the effect of entrepreneurial self-efficacy (ESE) on entrepreneurial intention. Recently, the literature yielded similar relationship on the link between ESE to firm performance. Although there are a significant number of studies on this effect that was mostly conducted in the private sector, they mainly focused on the composite ESE construct. The present study replicated and validated these findings with data from the public sector, specifically, higher education institutions (HEIs). Moreover, the study focused on the individual effect of all dimensions of ESE identified by Chen, Greene, and Crick (1998). Using PLS-SEM and non-probability sampling, the data were collected from 180 academic leaders from selected HEIs in Kano, Nigeria. The findings indicated that three dimensions of ESE (financial control ESE, innovation ESE, and risk taking ESE) were found to be significantly related to HEI performance, while two (management ESE and marketing ESE) were insignificantly related to HEI performance. The practical implication and suggestion for future study are also discussed. Keywords: Entrepreneurial self-efficacy, HEIs, Performance
Highlights
The growth and success of an organisation largely depend on its employees’ ability to innovate and utilise the few available resourcesIJMS 23 (2), 119–137 (2017)at their disposal (Danish & Usman, 2010)
The present study aimed to introduce the concept, which has largely been employed within the private sector, of using Social Cognitive Theory (SCT) to establish its influence on Higher education institutions (HEIs) performance
The research instruments were adapted from previous studies; entrepreneurial self-efficacy was adapted from Chen et al (1998), while the performance was adapted from Brewer and Selden (1998), Choi and Rainey (2010), Morris and Jones (1999), Moynihan and Pandey (2005), and Pitt and Tucker (2008)
Summary
The growth and success of an organisation largely depend on its employees’ ability to innovate and utilise the few available resourcesIJMS 23 (2), 119–137 (2017)at their disposal (Danish & Usman, 2010). HEI performance in Nigeria has deteriorated due to neglect This poor performance has been attributed to many factors, such as obsolete facilities and inadequate funding (Ahmad, Halim, Ramayah, & Rahman, 2013; Bakar, 2014), but the primary identified factor is poor quality leadership that lacks the ability to effectively and efficiently utilise the few available resources at their disposal (Dike, 2014). It has been documented that one of the processes of HEIs to increase performance is by becoming “entrepreneurial” in nature (Bakar & Mahmood, 2014) This requires a drastic change in their structure as well as management styles and practices, to become more capable of responding to the dynamic nature of today’s environment (Callagher, Blixens, Horst, & Husted, 2015). Despite its importance to organisational performance, less attention has been given especially in HEIs (Elliott, 2008; Wahab, Mahmood, & Bakar, 2015)
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