Sustainable entrepreneurship focuses on finding ways to monetize future products, nature conservation, life support, and communities. Therefore, the intention has been identified as one of the key drivers to perceive business opportunities and ultimately leverage them, which increases interest in investigating it, especially from a sustainability perspective. The purpose of this study was to investigate the intention of sustainable entrepreneurship through a modified version of the theory of planned behavior based on survey data of 520 university students studying in Punjab, Pakistan and using structural equation modeling for quantitative analysis. The study sought to incorporate three additional constructs (environmental values, social values, and consideration of future consequences) to explain the relationship between the antecedents of sustainable entrepreneurial intention. This study shows that sustainable entrepreneurship, social norms, attitudes, and perceived behavioral control praise students’ sustainable intentions. Environmental values, intrinsic and extrinsic rewards, and consideration of future consequences (CFC-F and CFC-I) indirectly influence sustainable entrepreneurial intentions. The study also highlights the contradictory roles of CFC-I in reversing the pursuit of sustainable entrepreneurship. Indeed, the finding proposed that educational and other practitioners can improve attitudes and behaviors by promoting sustainable entrepreneurship through value creation and forward-looking activation strategies.

Intentions have been described as a key driver of sustainable entrepreneurial opportunity recognition and eventually activity. As a result of this study, interest may increase in entrepreneurship intentions across numerous entrepreneurial levels and styles, specifically from the point of view of sustainability. However, research to date has not been able to completely determine how the intrinsic complications of instantaneously producing social, environmental, and economic means will have an impact on the intentions of university students. This study sought to inspect the impact of self-transcending and self-enhancing value on the advent of intentions. The theory of planned behavior is an adaptive theory that this study quantitatively analyzed using a structural equation model and survey data from 577 university students in Punjab, Pakistan. The empirical findings show that altruistic, biospheric, hedonic, and egoistic values all have an indirect effect on sustainability-driven entrepreneurial intentions, which is important to understand when assessing attitudes toward sustainable entrepreneurship and perceived behavior control. In essence, attitudes, perceived behavior, and social norms all affect aspirations to become a sustainable entrepreneur. In real-world terms, the findings indicate that by using value activation techniques to increase attitudes and educational interest, practitioners may promote sustainable entrepreneurial intentions. It is also suggested how government services could be improved as part of the strategy.

The leader of an organization and its members together constitute a binary structure of the main body of the organization and achievement of their goals. The existing literature mainly focuses on the characteristics and following behavior of members. Although the Leader-Member Exchange (LMX) theory uniquely explains the relationship between sustainable leaders and followers, it cannot as easily explain the creative work behavior of followers. This paper proposes that effective following behavior can stimulate the intrinsic motivation of followers and make this consistent with their work motivation, thereby producing creative work behavior and leading to the more effective achievement of organizational goals. Moreover, it demonstrates the internal relationships and mechanisms of action between effective following behavior and creative work behavior. Taking the two dimensions of effective following behavior as independent variables and the three dimensions of creative work behavior as dependent variables, a group of hypotheses were presented. The moderating role of the perceived organizational support and sustainable leadership in the relationship between effective following behavior and creative work behavior was demonstrated, and two groups of hypotheses were proposed. Data from 409 surveys, factor analysis, and multiple regression analysis were used to test the hypotheses. The empirical results show that in the organization the radical and incremental creative work behavior of the followers correlates positively with their active, participatory following behavior and the non-blind following behavior. The followers’ non-creative routine work behavior correlates negatively with their active participatory following behavior and has no significant correlation with the non-blind following behavior. In conclusion, sustainable leadership and perceived organizational support can therefore strengthen the relationship between actively participating in following behavior and creative work behavior and weaken the relationship between non-blind following behavior and creative work behavior.