IJBA Volume 3, Issue 2, 2023

Entrepreneurial Leadership and Parents’ Private Schooling Intention: A Study in Malaysian Education Landscape
Tan Shin Mei, Dr. Kenny Cheah Soon Lee, Dr. Siaw Yan-Li

This study addresses a research gap in Malaysia’s private schooling sector by investigating how entrepreneurial leaders, specifically private school principals, influence parents’ attitudes and behaviors towards private education. The study aims to understand the implications of increasing social segregation due to the growth of private schools. It provides a unique perspective on how entrepreneurial principals shape parents’ intentions and actions regarding private schooling. The research employs qualitative methods, including interviews with private school principals, to gather insights directly from school leaders. The interviews are transcribed and analyzed using Atlas.ti software, revealing three main themes: “maintain,” “improve,” and “implement.” These themes highlight the importance of upholding the school’s reputation, enhancing educational quality and facilities, and using innovative strategies to attract and retain students. The study’s findings have significant implications for educational policies, shedding light on both the positive aspects of private schools and their potential impact on social segregation. The insights contribute to establishing a more accessible, comprehensive, and fair national school system. Moreover, the study advances the understanding and application of entrepreneurial leadership in Malaysia’s education landscape.

Keywords: entrepreneurial leadership, parents’ intention, parents’ behaviour, private school, school choice

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Influence of Entrepreneurial Orientation on Leadership Style, Flexibility and Technology Adoption to Perceived Success by Employees of Xpeng Motors, Guangzhou
Shen Yongjie, Nor Nazeranah Binti Omar Din, Nurhafizah Binti Zainal, Sujatha Balakrishna

This study examines the relationship between entrepreneurial orientation and the level of perceived success among employees of Xpeng Motors, Guangzhou. In addition, the effect of organizational culture is examined as a mediator that influences the relationship. This study is conducted among 286 employees within a variety of different departments and levels including the top-level management, mid senior and entry level of Xpeng Motors, Guangzhou. The study had an 88.11% response rate, showing an acceptable level of participant interest and giving a sizable dataset for research. Set of questionnaires were used as a method to collect the data and analyzed by using statistical software of Statistical Package for the Social Sciences (SPSS). Respondents perceived a modest level of entrepreneurial orientation, organizational culture, and employees’ perceived success. Respondents’ judgments varied in relation to the variables associated to entrepreneurial orientation and organizational culture. There were significant positive relationships between employees perceived success and innovativeness, risk-taking, and proactiveness. There was also a substantial positive association between risk-taking and proactiveness. These findings imply that more success relates to greater degrees of innovativeness, risk-taking, and proactiveness, emphasizing the necessity of developing an innovative culture. The study’s regression model revealed a strong positive relationship between independent variables (entrepreneurial orientation) and the dependent variable (employees’ perceived success), suggesting innovativeness, risk-taking, and proactiveness had substantial positive effects on employees’ perceptions of their own success. Overall, the findings indicate that promoting entrepreneurial orientation, nurturing an innovative culture, and encouraging risk-taking and proactiveness can have a positive effect on organizational innovation performance and employees’ perceptions of their own success. These findings offer important insights for future research and discussions on the relationships and implications of organizations.

Keywords: Entrepreneurial orientation, perceived success, leadership style, flexibility, and technology adoption

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