Purpose: The purpose of this paper is to discover the antecedents of intrapreneurship. Based on career construction theory and prior personality studies, this study examined the mediating effects of career adaptability on the relation between personality traits and intrapreneurship.Design/methodology/approach: A cross-sectional survey was conducted using employees from four Korean companies. The hypothesized research model was tested with 473 data using structural equation modeling. The bootstrap procedure and the phantom model approach were also employed to thoroughly examine the indirect effects of personality traits on intrapreneurship via career adaptability.Findings: The results demonstrated that career adaptability mediated the overall relation between personality traits and intrapreneurship. Career adaptability completely mediated the relation between intrapreneurship and both openness and conscientiousness from the Big Five personality dimensions. Regarding extraversion, the mediating effects of career adaptability were not supported by the results, but the direct effects were found to be significant.Practical implications: These findings offer new insights into the intrapreneurial talents required of employees in organizations. The application of the identified direct or indirect impact of personality traits through career adaptability may help human resource managers to select and foster potential intrapreneurs and facilitate career coaches in understanding employees’ assets and obstacles in developing intrapreneurial competencies.Originality/value: This is the first empirical study to explore the mechanism between personality traits and intrapreneurship by examining the mediating role of career adaptability in the workplace and thereby this study contributes to bridging the gap of different research domains between intrapreneurship and career adaptability.

A number of organizations have adopted coaching and mentoring interventions to discover and foster the potential capabilities of employees. These practices are seen as competitive drivers to cultivate innovation and creativity in turbulent business environments. However, the literature has not investigated the question of how coaching and mentoring are interrelated. By examining this connection, this study explores the joint effects of these practices on the organizational commitment of employees. The results from survey data of 247 employees, who were coachees as well as protégés at the same time, from 17 companies in South Korea suggested that mentoring moderates the positive relationship between managerial coaching and organizational commitment. In addition, the moderating effects also depended on the extent of the homogeneity of their coach and mentor. The positive relationship between managerial coaching and organizational commitment strongly increased with conditions of higher mentoring and lower homogeneity of coach and mentor. Conversely, the relationship became negative when both mentoring practice and the homogeneity of coach and mentor were low. These results could provide practical implications to organizations that are concurrently adopting both coaching and mentoring programs by helping managers to better understand their joint effects.

This study investigated the effect of flipped learning in business education, especially teaching corporate sustainability. Although the effect of flipped learning has been demonstrated in many education avenues, it is still rare in business education. To address this, we designed a flipped learning course for teaching corporate sustainability and implemented it in the autumn semester of 2016 at H University. The six classes of 157 university students were randomly assigned to treatment and control groups according to a pre-test–post-test control group design. The treatment groups were provided with the funnel experiment as pre-learning material based on flipped learning, but the control groups were instructed without it using the existing instructor-led ways. ANCOVA (analysis of covariance) was used to verify the difference between the pre- and post-test scores of the cooperative/competitive mindset to compare the two groups. The results revealed that the cooperative mindset scores in the treatment groups were improved more than those of the control groups. The competitive mindset scores in the treatment groups, on the other hand, were decreased more than those of the students in the control groups. These findings suggest that flipped learning methods may be a promising approach to enhance students’ awareness of sustainable management in business.

Developments in direct and indirect educational systems have increased the number of individuals with competencies that are higher than the required expectations of their current jobs. This concept of overqualification is drawing interest today, while underqualification was the focus in the past. Currently, research on perceived overqualification (POQ) has focused on its negative influences; however, this study aimed to explore the positive and nonlinear influence of POQ on job crafting and the moderating effect of career adaptability on these functions. Data were collected from 257 individuals in three Korean telecom companies. The results of hierarchical regression analysis indicate that POQ had a reverse U-shaped nonlinear influence on job crafting, indicating that an appropriate level of POQ can drive job crafting, leading to performance improvements in organizations and individuals. Moreover, career adaptability moderated the relationship between POQ and job crafting. When career adaptability was at an average or high level, the reverse U-shaped nonlinear influence of POQ on job crafting strengthened. These results are expected to assist in creating both an environment to reduce the negative influence of POQ and healthy sustainability in human resources development.

Due to the pursuit of a flexible organization, the interest in internal as well as external boundary management has increased as a key to achieve high performance. This study identified boundary-spanning leadership (BSL) as a critical factor enhancing job crafting and job performance of subordinates. By examining the mediating effect of job crafting and the moderating effect of positive psychological capital (PsyCap), the authors aimed to present the effects of BSL assimilating job resources, such as external information and knowledge into organization. Data were collected from 238 workers of 11 companies using questionnaires in South Korea to test the moderated mediation model. The results of regression analysis using LISREL and SPSS, revealed that the manager’s BSL provoked job crafting, which in turn achieved job performance of subordinates. Moreover, PsyCap positively moderated the effect of BSL on job crafting of subordinates. The findings suggested, therefore, in order to maximize the positive effects of BSL in an organization, it should also be necessary to understand and boost PsyCap along with enhancing job crafting.

This study explored the relationship between strategic leadership and organizational performance, with a particular emphasis on the mediating roles of corporate entrepreneurship and intrapreneurship in small and medium-sized enterprises (SMEs) in South Korea. A cross-sectional survey design was employed that targeted SMEs with more than three years of operational experience. Of the 532 questionnaires distributed, 112 valid responses were obtained and analyzed using regression analysis. The findings indicated that strategic leadership positively influenced both corporate entrepreneurship and intrapreneurship, each of which, in turn, contributed to improved organizational performance. This study also empirically differentiated entrepreneurial behavior into corporate entrepreneurship and intrapreneurship and confirmed that the latter significantly influenced the former. By clarifying the conceptual boundaries between intrapreneurship and corporate entrepreneurship and providing empirical evidence of their dynamic interplay, this study offers a novel theoretical contribution to entrepreneurship research in SMEs. The results underscored the importance of strategic leadership in activating both individual- and organization-level entrepreneurship as critical mechanisms for enhancing organizational performance. These insights have practical implications for establishing sound strategic leadership practices that foster innovative and entrepreneurial behaviors, ultimately leading to organizational performance.