Although organizational purpose (OP) has recently gained attention in entrepreneurship research, its motivational potential in startups remains underexplored, limiting the development of effective purpose‐driven strategies to enhance employee work engagement (WE) and startup performance. This study addresses this gap by drawing on self‐determination theory and person‐organization fit theory to examine the impact of OP on WE among startup employees as well as on downstream market performance. Based on data from 481 startup employees, structural equation modeling is applied to test the motivational impacts of perceived OP, distinguishing between goal‐based purpose (GBP) and duty‐based purpose (DBP). The results reveal differences in their motivational potential: While GBP positively affects WE both directly and indirectly by increasing value congruence between employees and the startup, DBP solely increases WE indirectly by leveraging purpose fit. Hence, GBP and DBP foster WE differently, and through their respective mechanisms, they positively impact startups' market performance.

This study explores the effects of offshoring and backshoring on value creation per employee within the manufacturing sector by investigating the difference between firms that did and those that did not engage in corresponding relocation activities. Historically, offshoring has been a strategy to reduce costs and increase efficiency. However, the rise of advanced digital technologies and changing market dynamics have sparked a countertrend toward backshoring. Using data from the European Manufacturing Survey, this research examines how these strategies impact value creation, also taking into account the roles of sales growth and export intensity as potential moderators. The results of hierarchical regression analysis indicate that neither firms that have engaged in offshoring of production nor firms that have engaged in offshoring of R&D have significantly higher or lower value creation per employee than those that did not. In contrast, firms that have engaged in backshoring of production realize higher value creation when coupled with high sales growth. Firms that have engaged in backshoring of R&D, on the other hand, realize higher value creation when combined with high export intensity. These findings highlight the importance of aligning strategic decisions with both technological capabilities and market conditions to enhance productivity. The study suggests that a balanced and holistic approach, integrating both offshoring and backshoring strategies tailored to specific business contexts, can optimize value creation and maintain competitiveness in a rapidly evolving global landscape.