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Career Re-Invention Through Entrepreneurial Mindset and Entrepreneurial Orientation in the Post-Pandemic Era: Multiple Cases from the Developed and Developing Countries

Career Re-Invention Through Entrepreneurial Mindset and Entrepreneurial Orientation in the Post-Pandemic Era: Multiple Cases from the Developed and Developing Countries

Lukman Raimi, Jainaba M. L. Kah
Copyright: © 2022 |Pages: 26
ISBN13: 9781799886266|ISBN10: 1799886263|ISBN13 Softcover: 9781799886273|EISBN13: 9781799886280
DOI: 10.4018/978-1-7998-8626-6.ch011
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MLA

Raimi, Lukman, and Jainaba M. L. Kah. "Career Re-Invention Through Entrepreneurial Mindset and Entrepreneurial Orientation in the Post-Pandemic Era: Multiple Cases from the Developed and Developing Countries." Career Re-Invention in the Post-Pandemic Era, edited by Shalin Hai-Jew, IGI Global, 2022, pp. 255-280. https://doi.org/10.4018/978-1-7998-8626-6.ch011

APA

Raimi, L. & Kah, J. M. (2022). Career Re-Invention Through Entrepreneurial Mindset and Entrepreneurial Orientation in the Post-Pandemic Era: Multiple Cases from the Developed and Developing Countries. In S. Hai-Jew (Ed.), Career Re-Invention in the Post-Pandemic Era (pp. 255-280). IGI Global. https://doi.org/10.4018/978-1-7998-8626-6.ch011

Chicago

Raimi, Lukman, and Jainaba M. L. Kah. "Career Re-Invention Through Entrepreneurial Mindset and Entrepreneurial Orientation in the Post-Pandemic Era: Multiple Cases from the Developed and Developing Countries." In Career Re-Invention in the Post-Pandemic Era, edited by Shalin Hai-Jew, 255-280. Hershey, PA: IGI Global, 2022. https://doi.org/10.4018/978-1-7998-8626-6.ch011

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Abstract

The chapter explicates how career reinvention is leveraged for saving jobs and ensuring business continuity in readiness for the post-pandemic era. The employees exploited entrepreneurial mindset (EM) as a resilience strategy to save current jobs and create new jobs, while employers adopted the entrepreneurial orientation (EO) to keep their businesses afloat and meet their bottom-line. In the 20 multiple cases reviewed, some of the EM characteristics that employees manifested include determination, drive to achieve, opportunity orientation, persistent problem-solving, internal locus of control, tolerance for ambiguity, calculated risk-taking, high energy level, innovativeness, vision, passion, and team building. Comparatively, the EO dimensions that employees utilised include innovativeness, proactiveness, risk-taking, competitive aggressiveness, and autonomy. The chapter enriches the EM and EO concepts by explicating both as career re-invention strategies for saving existing jobs, creating new jobs, and ensuring business continuity in the post-pandemic era.

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