Entrepreneurial-intention constraint model: A comparative analysis among post-graduate management students in India, Singapore and Malaysia
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Publication date
2017-12Author
Trivedi, RohitKeyword
Entrepreneurial intention and constraintNew venture formation
University support in new venture creation
Exogenous factors
Endogenous barriers
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© 2017 Springer. Full-text reproduced in accordance with the publisher’s self-archiving policy.Peer-Reviewed
YesOpen Access status
openAccessAccepted for publication
11/05/2017
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Show full item recordAbstract
Although literature on entrepreneurship has increasingly focused on intention-based models, not much emphasis has been laid on understanding the combined effect of contextual and situational factors along with support of university environment on the formation of entrepreneurial intention among students. In an effort to make up for this shortfall, by taking Theory of Planned Behavior as basic framework, the present study seeks to understand the influence of three of the most important factors, viz. (a) endogenous barriers, (b) exogenous environment, and (c) university environment and support on the entrepreneurial intention among management students. The study sample consisted of 1,097 students, wherein 526 students were from India, 252 from Singapore, and 319 were from Malaysia. The results indicates that along with positive attitude and perceived behavioral control that directly influences entrepreneurial intention, university environment and support and exogenous environment also have an indirect but significant impact on shaping of entrepreneurial intention among students. With this, it was found that exogenous environment was found to have a negative relationship with both attitude towards behavior and perceived behavioral control for all three countries.Version
Accepted manuscriptCitation
Trivedi R (2017) Entrepreneurial-intention constraint model: A comparative analysis among post-graduate management students in India, Singapore and Malaysia. International Entrepreneurship and Management Journal. 13(4): 1239-1261.Link to Version of Record
https://doi.org/10.1007/s11365-017-0449-4Type
ArticleNotes
The full-text of this article will be released for public view at the end of the publisher embargo on 2 Jun 2018.ae974a485f413a2113503eed53cd6c53
https://doi.org/10.1007/s11365-017-0449-4