Abstract
The concept of entrepreneurship in the digital era has been developed rapidly in recent years, and it has a more significant impact on a company’s sustainable innovation capabilities. In the digital era, entrepreneurship has gradually become a spiritual trait of organization members and appears on all levels of an organization. This research examines the impact of entrepreneurship on a company’s sustainable innovation capability in the digital era from the perspective of organizational commitment. Through a questionnaire survey, 378 valid questionnaires were collected. The results show that: entrepreneurship has a positive impact on sustainable innovation capability of enterprises; affective commitment plays a positive mediating role between entrepreneurship and enterprises’ sustainable innovation capability, while continuance commitment plays a negative mediating role between entrepreneurship and enterprises’ sustainable innovation capability; and perceived organizational support and person–organization value fit play a moderating role between entrepreneurship and organizational commitment. This article emphasizes the key role of entrepreneurship on enterprises’ sustainable innovation capability and discusses the realization path of the enterprises’ sustainable innovation capability from the perspective of organizational commitment.
Highlights
IntroductionWith the support of relevant technologies such as big data and artificial intelligence, enterprises can quickly respond to external demands and make timely strategic adjustments [4,5,6]
It was found that entrepreneurship had a positive effect on the sustainable innovation capability (β = 0.132, p < 0.001), and fitting index of model 1 was good (χ2/df = 2.73, CFI = 0.901, TLI = 0.903, RMSEA = 0.044, SRMR = 0.052), so Hypothesis 1 (H1) has been verified
Entrepreneurship had a positive impact on affective commitment (β = 0.054, p < 0.01), and the confidence interval at 95% level was (−0.098, −0.224), which does not include 0; Hypothesis 2 (H2) has been verified
Summary
With the support of relevant technologies such as big data and artificial intelligence, enterprises can quickly respond to external demands and make timely strategic adjustments [4,5,6]. Both large and small organizations are trying to take digital innovation as the cornerstone of their continuous value creation, hoping to realize the dynamic value creation process [6,7]. In order to meet the basic requirements of sustainable innovation, more and more enterprises authorize decision-making power to their employees by adjusting the organizational structure and reducing the organizational hierarchy [9]. Compared with traditional organizational models, more implicit innovation responsibility behaviors that used to belong to employees in the past are aroused by the platform organizational model [9,10]
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
