A Study of Factors Influencing Employee Intrapreneurial Behavior:
Mediating Effects of Work Engagement
Yali Zhu and Zhenyang Yu
*a
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
a
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
Copyright
c
 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)
97

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:
H
1
: Perceived organizational support positively
affects employee psychological capital;
H
2
: Work autonomy positively affects employee
psychological capital.
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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:
H
3
: 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:
H
4
: 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:
H
5
: 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:
H
6
: 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:
H
7
: 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:
H
8
: 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.
H
9
: 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
99

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:
H
10a
: Work engagement plays a mediating role
between perceived organizational support and
employee internal entrepreneurial behavior;
H
10b
: Work engagement plays an intermediary
role between psychological capital and employee
internal entrepreneurial behavior;
H
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
2
/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
2
/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
2
/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
2
/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
1
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
H
2
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
3
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
4
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
5
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
6
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
7
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
8
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
8
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
H
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
of
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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