Entrepreneurial intention, human capital and operation mechanism among Chinese faculty

International Journal of Research Studies in Management
CollabWritive Special Issue
2024 Volume 12 Issue 4

Available Online: 31 May 2024

Author/s:

Liu, Zehua
Graduate School, Lyceum of the Philippines University – Batangas, Philippines

Abstract:

This study assessed entrepreneurial intention, human capital and operation mechanism among Chinese faculty. It is of great significance to promote educational innovation and development, improve the quality of teachers, promote educational governance and reform, also social and economic development. It was recommended that school may coordinate with teachers to encourage their active involvement in innovation and entrepreneurship projects initiated by either the school or external social organizations, so that they can personally participate in the planning, implementation and promotion of the projects, and understand the process, challenges and opportunities of innovation and entrepreneurship from practice. The school may enhance its incentive mechanisms and management systems to stimulate teachers’ engagement in innovation and entrepreneurship endeavors. Additionally, it could refine the scientific research framework and cultivate a conducive environment for fostering innovation and entrepreneurship. Teachers may actively participate in entrepreneurship learning and training based on their own characteristics, or ask experienced entrepreneurs for advice and learning. Teachers may use design thinking to explore new entrepreneurial methods and joint scientific research. Future researchers may conduct differentiated analysis of teachers’ entrepreneurial intentions, human capital, and operation mechanism from different types of schools.

Keywords: entrepreneurial intention, human capital, operation mechanism

PDF

DOI: https://doi.org/10.5861/ijrsm.2024.1034

Cite this article:
Liu, Z. (2024). Entrepreneurial intention, human capital and operation mechanism among Chinese faculty. International Journal of Research Studies in Management, 12(4), 41-49. https://doi.org/10.5861/ijrsm.2024.1034