A Study of Factors Influencing Employee Intrapreneurial Behavior:

Mediating Effects of Work Engagement

Yali Zhu and Zhenyang Yu

School of Management, Zhejiang Gongshang University, Hangzhou, Zhejiang,310018, China

Keyword: Job Requirements - Resource Model, Resources, Work Engagement,

Employee Intrapreneurial Behavior, Big

Data.

Abstract: With the rapid development of big data technology, big data technology in people ' s production and life has

been more and more widely promoted, many industries in China because of the promotion of big data has

undergone tremendous changes. Employee intrapreneurial behavior is the basis for achieving and maintaining

corporate entrepreneurship. Based on the job requirements-resource theory, this paper uses SPSS and AMOS

data analysis software to collect large samples through questionnaires for data analysis, and constructs a model

of influencing factors of employee intrapreneurial behavior. The empirical results show that perceived

organizational support, work autonomy and psychological capital have a significant positive impact on

employee intrapreneurial behavior; work engagement plays a partial mediating role between perceived

organizational support, work autonomy, psychological capital and employee intrapreneurial behavior. This

has important guiding significance for enterprises to correctly understand the impact of perceived

organizational support, work autonomy and psychological capital on employees ' psychology and work

behavior.

1 INTRODUCTION

As an important way to strengthen the

competitiveness of enterprises and improve the

performance of enterprises, intrapreneurial has been

widely concerned by the practical and academic

circles. Entrepreneurs are the core elements of

entrepreneurial activities, employees are the key to

the implementation of entrepreneurial strategies, and

the research on employee intrapreneurial behavior is

gradually emerging. Employee intrapreneurial

behavior is not smooth. Finding the pre-influencing

factors of employee intrapreneurial behavior has

always been an important topic in management

research. Scholars mainly analyze the influencing

factors of employee intrapreneurial behavior from

two aspects : based on individual level research, it is

found that employees ' personal characteristics and

internal psychology will have a certain impact on

their entrepreneurial behavior (Jong and Parker,

2015); based on organizational level research, it is

found that employee intrapreneurial behavior is

https://orcid.org/0000-0002-6937-7370

Corresponding author

closely related to factors such as job characteristics

and organizational innovation atmosphere (Mustafa

et al., 2018). The above research provides a reference

for stimulating employee intrapreneurial behavior,

but employee intrapreneurial behavior is a multi-

stage complex process, which should be explored

across levels. According to the conservation of

resources theory, resources are divided into material

resources, energy resources, personality resources

and condition resources (Hobfoll, 1989). The above

resources can be understood as two channels from the

external environment and internal characteristics.

Therefore, this study attempts to explore the resource

factors that affect employee intrapreneurial based on

situational resources and personal resources, and

analyze the role of these resources in order to further

supplement the existing research.

In terms of contextual resources, as one of the

core dimensions of job characteristics, the concept of

work autonomy first appeared in the job

characteristics model constructed by Hackman and

Oldham, which means that individuals can arrange

Zhu, Y. and Yu, Z.

A Study of Factors Inﬂuencing Employee Intrapreneurial Behavior: Mediating Effects of Work Engagement.

DOI: 10.5220/0012070600003624

In Proceedings of the 2nd International Conference on Public Management and Big Data Analysis (PMBDA 2022), pages 97-104

ISBN: 978-989-758-658-3

 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)

their work process and determine the degree of

freedom, independence and self-determination of

their work procedures in their work (Hackman and

Oldham, 1976). Jong et al. found that work autonomy

significantly affects employee intrapreneurial

behavior (Jong and Parker, 2015). Therefore, work

autonomy can be regarded as an important situational

resource for intrapreneurial behavior. As a

component of organizational context, perceived

organizational support plays an important role in

employee intrapreneurial behavior. Sulea et al.

showed that perceived organizational support can

have a positive effect on employees ' work

engagement, which in turn affects intrapreneurial

behavior. As a situational resource, perceived

organizational support is an important predictor of

employee intrapreneurial behavior (Sulea et al.,

2012). Psychological capital is a positive

psychological resource owned by individuals.

According to the Job Demands-Resources Theory,

psychological capital can enhance the positive impact

of external positive factors on individual behavior.

Employees with high psychological capital are more

able to perceive the meaning and value of work, and

have a high sense of self-efficacy. They are full of

enthusiasm and confidence in work and are more

actively and actively engaged in work (Wang and Zhu,

2007). So, how will situational resources and

personal resources affect employee intrapreneurial

behavior? There is no research to explore this issue.

Job Demands-Resources theory suggests that job

resources and personal resources can activate

employees' positive behavior through work

engagement (Schaufeli et al., 2002). People with high

levels of work engagement are physically, cognitively

and emotionally associated with their work roles

(Yang et al., 2022), so they are more likely to

participate in proactive activities than those without

work engagement (Wang et al., 2017). Therefore, this

study will use work engagement as an intermediary

variable to study the impact mechanism of perceived

organizational support, work autonomy and

psychological capital on employee intrapreneurial

behavior.

Based on the job demand-resource model and the

resource conservation theory, this study conducts a

more comprehensive study on work engagement and

employee intrapreneurial behavior. With the rise of

big data technology, this paper introduces large

sample empirical analysis, uses big data to analyze

the psychological mechanism or process at the micro

level of enterprises, and explains the mediating role

of the relationship between perceived organizational

support, work autonomy and psychological capital

and employee intrapreneurial behavior in the job

demand-resource model.

2 THEORETICAL BASIS AND

RESEARCH HYPOTHESIS

2.1 Employee Intrapreneurial Behavior

Employee intrapreneurial behavior refers to

employees ' active identification of opportunities and

threats in uncertain task environments, seeking and

generating new ideas, daring to bear corresponding

occupational risks, and taking bold actions to develop

and utilize opportunities to create value for the

organization. It consists of three dimensions:

Innovation, Proactivity and Risk-taking (Mustafa and

Gavin, 2018; Jong and Parker, 2015). Innovativeness

means that employees discover problems, generate

new ideas to solve them, develop new products and

services, improve workflows and methods, and

innovate management systems (Jong and Parker,

2015). Initiative refers to employees ' proactive

future-oriented, self-initiated actions to improve the

organization and their situation (Mustafa and Gavin,

2018). Risk-taking refers to employees engaging in

internal entrepreneurial activities at the risk of

reputational damage, being resisted by superiors and

colleagues, or even losing their jobs (Jong and Parker,

2015).

2.2 Perceived Organizational Support,

Work Autonomy and Psychological

Capital

Context resources and individual resources do not

work in isolation, but interact and promote each other

in work. Employees' perception of situational

resources can affect individual resources. When

employees perceive contextual resources such as job

autonomy and organizational support in the work

situation, employees can simultaneously feel the

psychological atmosphere of organizational

cooperation and warmth, and influence individual

resources such as hope, optimism and self-esteem

through these positive emotions (Dawkins et al.,

2018). Based on this, this paper proposes the

following hypothesis:

: Perceived organizational support positively

affects employee psychological capital;

: Work autonomy positively affects employee

psychological capital.

PMBDA 2022 - International Conference on Public Management and Big Data Analysis

2.3 Perceived Organizational Support,

Work Autonomy, Psychological

Capital and Employee

Intrapreneurial Behavior

(1) Perceived organizational support and employee

internal entrepreneurial behavior. According to the

organizational support theory, the higher perceived

organizational support, the more resources and

encouragement the organization will give to

employees for innovative behavior, the lower the

employee perception of innovation risk (Zhan and Li,

2020), and the stronger the employee willingness to

return to the organization (Eisenberger and

Stinglhamber, 2006). Therefore, the higher perceived

organizational support, the more inclined the employees

with high entrepreneurial self-efficacy are to make

use of their own advantages and carry out internal

entrepreneurial behavior to give back to the

organization. Based on this, this paper proposes the

following hypothesis:

: Perceived organizational support positively

affects employee intrapreneurial behavior.

(2) Psychological capital and employee internal

entrepreneurial behavior. Psychological capital can

trigger positive organizational behavior of employees,

and has a positive impact on organizational

citizenship behavior (Stavros and Cole, 2013),

change support behavior (Wang et al., 2018) and

innovative behavior (Sweetman et al., 2011).

Intrapreneurial refers to the initiative of employees to

take personal risks to promote organizational reform

and innovation, which is a transformational and

innovative organizational citizenship behavior. It will

also be positively affected by psychological capital.

The higher the level of psychological capital of

employees, the more likely they are to engage in

intrapreneurial. Based on this, this paper proposes the

following hypothesis:

: Psychological capital positively affects

employee intrapreneurial behavior.

(3) Work autonomy and employee internal

entrepreneurial behavior. Du et al. found that there is

a direct link between job characteristics and work

behavior and more broadly active behavior (Du et al.,

2000). Research shows that giving employees the

right to freely choose working methods can prompt

them to think and solve problems creatively (John et

al., 2010). When employees have high levels of

autonomy, a cascade of internal reactions can drive

employees to significantly improve their personal and

work outcomes by increasing their positive state of

mind. Based on this, this paper proposes the

following hypothesis:

: Work autonomy positively affects employee

intrapreneurial behavior.

2.4 The Mediating Effect of Work

Engagement

Organizational support can not only directly affect

work engagement, but also indirectly affect employee

work engagement through self-efficacy (Benjamin et

al., 2015). Perceived organizational support had a

direct effect on employee job involvement. The

influencing mechanism of perceived organizational

support on work engagement and found that there

was a positive correlation between perceived

organizational support and work engagement. Based

on this, this paper proposes the following hypothesis:

: Perceived organizational support has a

significant positive effect on work engagement.

Individuals with high psychological capital are

more able to perceive the meaning and value of work,

and have a higher sense of self-efficacy. They are full

of enthusiasm and confidence in work, so they can

achieve better work performance and become more

active and active in their work. Based on this, this

paper proposes the following hypothesis:

: Psychological capital has a significant

positive effect on work engagement.

As an external environmental resource, work

autonomy can greatly meet the needs of employees

for the working environment, provide them with

more freedom in decision-making, planning and

implementation, make them feel the trust and support

of the organization, improve their sense of

responsibility for work, and thus generate work

motivation and enhance work involvement. Relevant

studies show that work autonomy can achieve high

job involvement by satisfying individual needs.

Based on this, this paper proposes the following

hypothesis:

: Work autonomy has a significant positive

effect on work engagement.

Starting from the definition that work engagement

is an active and positive motivation state, scholars

have linked work engagement with active work

behavior in some studies (Bakker, 2011). Dedication

and enthusiasm for work and organization (Schaufeli

et al., 2006), as an important characteristic of engaged

employees, can promote employees to carry out

intrapreneurial activities.

: Work engagement has a significant positive

effect on employee intrapreneurial behavior.

According to the above analysis, not only the

sense of organizational support, work autonomy and

psychological capital have a direct impact on work

A Study of Factors Inﬂuencing Employee Intrapreneurial Behavior: Mediating Effects of Work Engagement

engagement and employee intrapreneurial, but also

work engagement directly affects employee

intrapreneurial behavior. That is, the sense of

organizational support, work autonomy and

psychological capital have indirect effects on

employee internal entrepreneurial behavior through

work engagement. Based on this, this paper proposes

the following hypothesis:

10a

: Work engagement plays a mediating role

between perceived organizational support and

employee internal entrepreneurial behavior;

10b

: Work engagement plays an intermediary

role between psychological capital and employee

internal entrepreneurial behavior;

10c

: Work engagement plays a mediating role

between work autonomy and employee internal

entrepreneurial behavior.

To sum up, this paper builds a theoretical model,

as shown in Figure 1.

Figure 1: Theoretical model

3 RESEARCH METHODS

3.1 Data Collection

This paper collects relevant data through

questionnaires, and mainly selects enterprise

employees as research objects. In order to minimize

homology error, the research was conducted in two

stages with a time interval of two months. A total of

321 matching questionnaires were obtained in the two

stages of the survey, 67 questionnaires with questions

were eliminated, and 254 valid matching

questionnaires were obtained.

3.2 Research Variables

The variable measure scales are all derived from

mature scales published in top journals at home and

abroad to ensure the reliability and validity of the

questionnaire. The scale developed by Jong and

Parker was adopted for intrapreneurial behavior,

which contains 9 items after modification and

deletion. The scale developed by Schaufeliw et al.

was used for job involvement, with 9 items in total.

The perceived organizational support was measured

using the simple organizational support scale used by

Rhoades and Eisenberger, which consisted of 8

questions. The scale of work autonomy was

developed by Kirmeyer, which included 6 items after

modification and deletion. The psychological Capital

scale was adapted from the scale developed by

Luthans et al., and revised by Wen Lei et al., with 12

questions. The Cronbach's a coefficients of the scale

were 0.942, 0.918, 0.887, 0.908 and 0.948,

respectively.

In this paper, the following variables are selected

as control variables: gender, age, education level,

working years, post, entrepreneurial experience, and

company size.

3.3 Discrimination Validity and

Common Method Deviation Test

The competitive model confirmatory factor analysis

was used to test the variable discrimination validity,

in which the fitting indexes of the single-factor model

were: x

/df = 3.068, GFI=0.517, AGFI = 0.472,

CFI=0.727, RMSEA=0.090, SRMR=0.114. The

fitting indexes of the multi-factor model were: x

/df

= 1.336, GFI=0.818, AGFI = 0.798, CFI=0.956,

RMSEA=0.036, SRMR=0.059, significantly superior

to the single factor model, and also the best fit among

all models, indicating a high degree of differentiation

between variables.

The self-assessment method used to complete the

questionnaire may lead to the common method bias

among the five constructs. In this paper, common

method underlying factor (CMV) was used to test the

common method bias. After adding the model of

common method underlying factor, the fitting

indexes are as follows: x

/df = 1.511, GFI=0.801,

AGFI = 0.780, CFI=0.933, RMSEA=0.045,

SRMR=0.099. It can be seen that the fitting indexes

of the common method factor model and the five-

factor model have little difference. Therefore, there is

no serious common methodology bias.

4 RESEARCH RESULTS

4.1 Descriptive Statistics and

Correlation Analysis of Variables

As shown in Table 2, there was a significant positive

correlation between intrapreneurial and job

engagement (r=0.635, P<0.05). There was a

significant positive correlation between

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intrapreneurial and psychological capital (r=0.607,

P<0.05). There was a significant positive correlation

between intrapreneurial and work autonomy (r=0.612,

P<0.05). There was a significant positive correlation

between intrapreneurial and perceived organizational

support (r=0.651, P<0.05). There was a significant

positive correlation between work engagement and

psychological capital (r=0.600, P<0.05). There was a

significant positive correlation between work

engagement and work autonomy (r=0.632, P<0.05).

There was a significant positive correlation between

work engagement and perceived organizational

support (r=0.711, P<0.05). Psychological capital was

positively correlated with work autonomy (r=0.631,

P<0.05). Psychological capital was positively

correlated with perceived organizational support

(r=0.599, P<0.05). The results of correlation analysis

provide the basis for the research hypothesis

verification.

Table 1: Descriptive statistics and correlation analysis results of variables

Mean S.E. 1 2 3 4

Intrapreneurial Behavior 3.650 0.906

Work Engagement 3.638 0.925 0.635

Psychological Capital 3.601 0.882 0.607

0.600

Work Autonomy 3.640 1.017 0.612

0.632

0.631

Perceived Organizational

Support

3.678 0.982 0.651

0.711

0.599

0.650

Note: N=254; * indicates p<0.05,** indicates p<0.01

4.2 Hypothesis Testing

(1) Path coefficient and hypothesis test of structural

equation model. In this study, AMOS 24.0 was used to

test the path of each variable. The fitting index of

structural equation model was x

/df = 1.482,

GFI=0.807, AGFI = 0.787, CFI=0.937,

RMSEA=0.044, SRMR=0.225, indicating that the

model had a good fit.

The results of path coefficient and hypothesis test

showed that perceived organizational support

positively affected psychological capital (β=0.310, P

< 0.001). H

was valid, that is, the higher perceived

organizational support, the higher psychological

capital. Work autonomy positively affects

psychological capital (β=0.367, P<0.001), assuming

is true, that is, the higher the work autonomy, the

higher the psychological capital; the perceived

organizational support positively affected the

intrapreneurial behavior (β=0.257, P<0.001).

Assuming that H

was true, that is, the higher the

perceived organizational support, the higher the

intrapreneurial behavior. Psychological capital

positively affects intrapreneurial behavior (β=0.223,

P<0.05), assuming that H

is valid, that is, the higher

the psychological capital, the higher the

intrapreneurial behavior; Work autonomy positively

affects intrapreneurial behavior (β=0.168, P<0.05).

Assuming that H

is true, that is, the higher the work

autonomy is, the higher the intrapreneurial behavior is.

The perceived organizational support positively

affected job involvement (β=0.514, P<0.001).

Assuming that H

was true, that is, the higher the

perceived organizational support, the higher the job

involvement; Psychological capital positively affects

job involvement (β=0.200, P<0.05), assuming that H

is true, that is, the higher the psychological capital, the

higher the job involvement; Work autonomy

positively affects job involvement (β=0.254, P<0.001),

assuming that H

is true, that is, the higher the work

autonomy, the higher the job involvement; Job

involvement positively affects intrapreneurial

behavior (β=0.182, P<0.001), assuming that H

is true,

that is, the higher the job involvement, the higher the

intrapreneurial behavior.

(2) Analysis of the mediating effect of work

engagement. As shown in Table 2, work engagement

has a significant mediating effect between perceived

organizational support and internal entrepreneurial

behavior (β=0.228, P<0.001). Confidence interval of

5000 times [0.134, 0.333], excluding 0. Assume that

10a

is valid. That is, the perceived organizational

support can indirectly promote the intrapreneurship

behavior by improving the level of job involvement.

Further calculation shows that the mediating effect of

job involvement accounts for 37.94% of the total

effect, indicating that job involvement has a partial

mediating effect between the perceived organizational

support and the intrapreneurship behavior.

A Study of Factors Inﬂuencing Employee Intrapreneurial Behavior: Mediating Effects of Work Engagement

101

Table 2: Test results of the mediating effect of work engagement on perceived organizational support and intrapreneurial

behavior.

Path

Value of

effect

S.E.

95% confidence

Interval

Lower Upper

Indirect effects

Perceived Organizational Support→ Work Engagement→

Intrapreneurial Behavior

0.228 0.050 0.134 0.333

Direct effects

Perceived Organizational Support→ Intrapreneurial Behavior 0.372 0.059 0.255 0.489

Total effects 0.601 0.044 0.514 0.687

As shown in Table 3, work engagement has a

significant mediating effect between psychological

capital and internal entrepreneurial behavior

(β=0.261, P<0.001). Confidence interval of 5000

times [0.174, 0.364], excluding 0. Assume that H

10b

is valid. That is, psychological capital can indirectly

promote intrapreneurial by improving the level of job

involvement. Further calculation shows that the

mediating effect of job involvement accounts for

41.89% of the total effect, which indicates that job

involvement has a partial mediating effect between

psychological capital and intrapreneurial.

Table 3: Test results of the mediating effect of work engagement on psychological capital and intrapreneurial behavior.

Path

Value

effect

S.E.

95% confidence

Interval

Lower Upper

Indirect effects

Psychological Capital →Work Engagement → Intrapreneurial

Behavior

0.261 0.049 0.174 0.364

Direct effects

Psychological Capital→Intrapreneurial Behavior 0.362 0.058 0.248 0.477

Total effects 0.623 0.051 0.522 0.724

As shown in Table 4, work engagement has a

significant mediating effect between work autonomy

and internal entrepreneurial behavior (β=0.233,

P<0.001). Confidence interval of 5000 times [0.163,

0.318], excluding 0. Assume that H

10c

is valid. That

is, work autonomy can indirectly promote the

intrapreneurial behavior by improving the level of job

involvement. Further calculation shows that the

mediating effect of job involvement accounts for

42.83% of the total effect, indicating that job

involvement has a partial mediating effect between

work autonomy and intrapreneurial behavior.

Table 4: Test results of the mediating effect between work engagement and work autonomy and intrapreneurial behavior.

Path

Value of

effect

S.E.

95% confidence

Interval

Lower Upper

Indirect effects

Work Autonomy →Work Engagement → Intrapreneurial

Behavior

0.233 0.039 0.163 0.318

Direct effects

Work Autonomy→Intrapreneurial Behavior 0.312 0.052 0.208 0.415

Total effects 0.544 0.044 0.457 0.632

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5 RESEARCH CONCLUSIONS

AND DISCUSSION

5.1 Research Conclusions

Based on the job demand-resource theory, this study

chose job involvement as the mediating variable to

study the influence path of organizational support,

work autonomy and psychological capital on

employee internal entrepreneurial behavior. The

empirical results show that organizational support,

work autonomy and psychological capital have

significant positive effects on employee

intrapreneurial behavior. Work engagement plays a

partial mediating role between organizational support,

work autonomy, psychological capital and employee

internal entrepreneurial behavior.

5.2 Research Implications

The management implications of this study are as

follows: (1) Enterprises should provide adequate

support to employees, endow them with high work

autonomy and encourage them to engage in

intrapreneurial activities. (2) Enterprises should take

effective measures to manage and develop employee

psychological capital. (3) Improving employee work

involvement can further motivate employee

intrapreneurial. Enterprises can improve the working

situation and increase the level of employee work

involvement by enhancing work autonomy,

promoting information sharing among organization

members, creating a work atmosphere of respect and

trust, and promote the generation of intrapreneurial.

5.3 Research Limitations and

Prospects

This study has the following limitations: (1) It only

studies the influence of psychological capital on

intrapreneurial behavior, but does not explore the

difference of the influence of different dimensions of

psychological capital on intrapreneurial behavior. In

the future, we can further study the different

influences of different dimensions of psychological

capital on internal entrepreneurial behavior. (2) Only

the mediating effects of job involvement on perceived

organizational support, work autonomy,

psychological capital and internal entrepreneurial

behavior were considered, but other variables of job

psychological state were not considered. In future

studies, job satisfaction, job burnout and other

variables of work psychological state can be selected

as mediating variables to study the mediating role of

these variables.

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