Several studies have identified a significant association between self-efficacy and opportunity-driven entrepreneurship. However, research examining how individuals’ self-perception of the entrepreneurial context relates to opportunity-driven entrepreneurship –and how sex moderates these relationships in emerging economies– remains limited. Addressing this gap, this study examines the extent to which self-efficacy and context perception are associated with a higher likelihood of engaging in opportunity-driven entrepreneurship, evaluating gender as a moderating variable. Methodology: Data were obtained from the Adult Population Survey (APS) of the Global Entrepreneurship Monitor (GEM) for the 2010–2023 period. Since a balanced panel was not feasible, an unbalanced panel was constructed for the set of emerging countries participating in GEM. Three logistic regression models were developed using a variable saturation approach to test and validate the hypotheses. Results: While self-efficacy and context self-perception were significantly associated with opportunity-driven entrepreneurship, the strength and direction of these relationships varied, revealing a distinct moderating effect between men and women across the analyzed emerging economies.
This review addresses Industry 4.0, examining its characteristics, fundamental technologies, challenges, and benefits for SMEs (Small and Medium-sized Enterprises). In a digitized environment, the study emphasizes the importance of investigating the factors influencing project management practices to overcome obstacles and optimize resources with enhanced flexibility and competitiveness. Digital adoption strategies are customized for each company, tackling challenges related to time, cost, and scope. Employing the PRISMA methodology and a bibliometric analysis, the relevant literature is rigorously analyzed, revealing a significant growth in publications on this subject. It is concluded that project management serves as a strategic instrument for SMEs to initiate their transition toward Industry 4.0, simultaneously addressing potential challenges and maximizing the opportunities presented by the digital revolution. Future research directions include agile and adaptive methodologies, the exploration of digital transformation, the application of Lean principles, and continuous improvement in project management.
This article examines the organizational culture of a Colombian public healthcare provider and its influence on project management, adopting a case study design. The perceptions of public servants and contractors were explored through focus groups, obtaining group-level consensus on the dimensions of power, norms, results, and people. Findings reveal a culture predominantly oriented towards rules and results, coexisting with significant challenges in resource management, equity, communication, and personnel well-being, particularly affecting contractors. The implications of this organizational culture for innovation, staff development, and institutional sustainability are analyzed. The article also offers recommendations to strengthen the culture and improve project management in public health. This study contributes to the understanding of the complexity of organizational culture in public entities, highlighting the need for comprehensive human capital management approaches that consider the interrelated dynamics between different cultural dimensions and the specific context of the entity.
The literature indicates that career calling can have both positive and negative effects at the individual level. This article presents a systematic review of 121 empirical studies that examine the role of calling in individuals’ affective responses, behaviors, and well-being. The results suggest that, although many studies highlight the multiple benefits of calling, its negative effects remain underexplored. Furthermore, the field is predominantly led by Anglo-Saxon, European, and Asian countries, with the study of calling still emerging in the Latin American context. Finally, future research should develop more innovative methodologies to enhance the understanding of the processes underlying the effects of calling.
The manufacturing sector in the municipality of Duitama, Boyacá, currently faces significant limitations stemming from increasing globalization. This global pressure is prompting various companies within the subsector to consider integrating Industry 4.0 tools. However, small and medium-sized enterprises (SMEs) often encounter difficulties in transitioning to the comprehensive suite of tools inherent to this new technological era. This challenge may also stem from entrepreneurs' limited vision of their own potential. Furthermore, several factors impede the successful adoption of these technologies, potentially leading to a passive waiting approach from managers, coupled with an inadequate appreciation of the risks associated with delayed adoption. Therefore, this study aims to define strategic guidelines to steer managers of manufacturing SMEs towards a successful adoption of Industry 4.0 technologies. The study employs a qualitative, descriptive approach with a case study design. Findings indicate that the primary constraints are a lack of financial and technical resources, compounded by insufficient knowledge of technological integration and resistance to change. Consequently, the strategic guidelines proposed in this study are expected to mitigate these limitations, thereby facilitating a successful transition to Industry 4.0 within the local manufacturing subsector.
