UC Merced

Modern-day entrepreneurial ventures and workplaces are dynamic ecosystems wheretraditional boundaries between business setups, employees, teams, and organizational goals are constantly redefined and reshaped. During my PhD journey, I have explored three interconnected dimensions of organizational life: understanding the developing nature of entrepreneurship beyond the limits of high-tech startups, the collaborative dynamics in organizations through technology, and the transformative potential of corporate team-based sports on organizational outcomes. These three studies convey an interrelated narrative about fostering inclusivity and promoting interconnectedness inside and in the organizational ecosystem. The first study, "Entrepreneurship Without Borders," contests the narrow outlook on entrepreneurship as a high-tech startup. This is a reason for a broader and more encompassing definition that includes diverse activities in the entrepreneurship realm. It puts forward a framework for mentoring and education that empowers a wide range of entrepreneurial endeavors. This paper emphasizes that entrepreneurship goes beyond its definition to encompass development and creativity as inclusive endeavors that individuals across various sectors and environments can adopt. The second research paper, called "Share or Not to Share: A Framework for Understanding Coworker Collaborative Consumption," is concerned with sharing behavior in the workplace. It explores the factors influencing coworkers' collaborative consumption of personal and work-related goods and services via organizationally sponsored sharing platforms. Factors affecting employees' eagerness to share include technological factors, attitudes, motivations, and culture. The study advocates a framework for understanding how to connect employee attitudes with actions in collaborative 2 sharing practices by combining the theory of Psychological Ownership and the Technology acceptance model theory. The study illustrates how psychological ownership attitudes, sustainable consumption norms, and technology usability perceptions influence employees' sharing motivations and intentions in organizations. The ongoing third paper, "The Impact of Corporate Team-Building Sports Programs on Organizational Outcomes," explores the distinctive role of corporate team-based sports programs in shaping organizational outcomes. Grounded in three theories: Social Identity Theory, Self-Determination Theory, and Psychological Ownership Theory, this study argues that organizations that participate in regular corporate sports events can take advantage of fostering a sense of belonging, strengthen team dynamics, and enhance employee motivation. Corporate team-based sports programs go beyond helping employees with their mental and physical health, as in traditional employee wellness programs. They promote interdepartmental engagement, break down hierarchical barriers, and create a more profound sense of identity within the organization. The study gives businesses a broad theoretical framework that could help them innovate and thrive. In summary, the studies meet on three unifying themes. First, value creation in various uncertain contexts could be transformed by redefining the entrepreneurial concept and its activities and broadening its theoretical framework to be more inclusive. Second, the research on collaborative consumption in organizations shows how technology and shared platforms may foster community and employee involvement while increasing organizational efficiency. Finally, research on corporate wellness initiatives, especially corporate team-based sports programs, highlights employee participation's profound impact on organizational outcomes. When taken as a whole, these studies provide useful information for businesses trying to handle the difficulties and complexities of a workplace that is changing quickly. They emphasize how important innovation, inclusivity, and a common goal are to fostering longterm success and worker satisfaction. The findings indicate how employee and team dynamics and engagement influence organizational outcomes. The papers suggest theoretical and practical implications for organizations to promote teamwork via team-based sports, collaboration through technology, or rethinking entrepreneurship. It encourages a significant change in how businesses are set up, how workers interact with each other, and how resources are shared. Using these tactics can make places stronger, more flexible, and better prepared for success in a world that is becoming more and more connected.Modern-day entrepreneurial ventures and workplaces are dynamic ecosystems where traditional boundaries between business setups, employees, teams, and organizational goals are constantly redefined and reshaped. During my PhD journey, I have explored three interconnected dimensions of organizational life: understanding the developing nature of entrepreneurship beyond the limits of high-tech startups, the collaborative dynamics in organizations through technology, and the transformative potential of corporate team-based sports on organizational outcomes. These three studies convey an interrelated narrative about fostering inclusivity and promoting interconnectedness inside and in the organizational ecosystem. The first study, "Entrepreneurship Without Borders," contests the narrow outlook on entrepreneurship as a high-tech startup. This is a reason for a broader and more encompassing definition that includes diverse activities in the entrepreneurship realm. It puts forward a framework for mentoring and education that empowers a wide range of entrepreneurial endeavors. This paper emphasizes that entrepreneurship goes beyond its definition to encompass development and creativity as inclusive endeavors that individuals across various sectors and environments can adopt. The second research paper, called "Share or Not to Share: A Framework for Understanding Coworker Collaborative Consumption," is concerned with sharing behavior in the workplace. It explores the factors influencing coworkers' collaborative consumption of personal and work-related goods and services via organizationally sponsored sharing platforms. Factors affecting employees' eagerness to share include technological factors, attitudes, motivations, and culture. The study advocates a framework for understanding how to connect employee attitudes with actions in collaborative 2 sharing practices by combining the theory of Psychological Ownership and the Technology acceptance model theory. The study illustrates how psychological ownership attitudes, sustainable consumption norms, and technology usability perceptions influence employees' sharing motivations and intentions in organizations. The ongoing third paper, "The Impact of Corporate Team-Building Sports Programs on Organizational Outcomes," explores the distinctive role of corporate team-based sports programs in shaping organizational outcomes. Grounded in three theories: Social Identity Theory, Self-Determination Theory, and Psychological Ownership Theory, this study argues that organizations that participate in regular corporate sports events can take advantage of fostering a sense of belonging, strengthen team dynamics, and enhance employee motivation. Corporate team-based sports programs go beyond helping employees with their mental and physical health, as in traditional employee wellness programs. They promote interdepartmental engagement, break down hierarchical barriers, and create a more profound sense of identity within the organization. The study gives businesses a broad theoretical framework that could help them innovate and thrive. In summary, the studies meet on three unifying themes. First, value creation in various uncertain contexts could be transformed by redefining the entrepreneurial concept and its activities and broadening its theoretical framework to be more inclusive. Second, the research on collaborative consumption in organizations shows how technology and shared platforms may foster community and employee involvement while increasing organizational efficiency. Finally, research on corporate wellness initiatives, especially corporate team-based sports programs, highlights employee participation's profound impact on organizational outcomes. When taken as a whole, these studies provide useful information for businesses trying to handle the difficulties and complexities of a workplace that is changing quickly. They emphasize how important innovation, inclusivity, and a common goal are to fostering longterm success and worker satisfaction. The findings indicate how employee and team dynamics and engagement influence organizational outcomes. The papers suggest theoretical and practical implications for organizations to promote teamwork via team-based sports, collaboration through technology, or rethinking entrepreneurship. It encourages a significant change in how businesses are set up, how workers interact with each other, and how resources are shared. Using these tactics can make places stronger, more flexible, and better prepared for success in a world that is becoming more and more connected.