“How does the entrepreneurial behavior intention of small and medium enterprises (SMEs) in Indonesia grow-up?”

Entrepreneurial passion is the central pillar of running a business. Managers of small and medium enterprises (SMEs) must be passionate about recognizing their opportunities and enhancing their self-efficacy, self-leadership, and SME entrepreneurial intentions. This study aims to estimate whether entrepreneurial passion increases entrepreneurial intentions supported by self-efficacy and self-leadership in SMEs. The study population included 191,312 SMEs in East Java, Indonesia; the final sample comprises 334 SME actors determined by the Slovin formula. Data are processed through SmartPLS software and analyzed using the SEM approach. The test results show that entrepreneurial spirit positively affects self-efficacy, with a t-statistic value of 60.267. In addition, entrepreneurial passion positively affects entrepreneurial intentions, with a t-statistic value of 29.806. Entrepreneurial passion positively affects self-leadership with a t-statistic value of 7.502. Furthermore, self-efficacy positively affects entrepreneurial intentions with a t-statistic value of 3.438. Finally, self-leadership positively affects entrepreneurial intention with a t-statistic value of 2.295. In conclusion, this paper expands the relevant literature on the impact of entrepreneurial passion, self-efficacy, and self-leadership on entrepreneurial intention.


INTRODUCTION
Small and medium enterprises (SMEs) contribute to economic growth (Oduntan, 2014).This happens because SMEs can take advantage of local resources and enjoy regional characteristics in their business activities.Studies in HRM focusing on SMEs in the unique topic of entrepreneurship.Entrepreneurship is a somewhat mysterious, complex, and unpredictable phenomenon.Companies with up-to-date resources can increase output and market share (Begonja et al., 2016).Contributors to people's entrepreneurial intentions may differ in culture, context, and ethnicity (Turker & Selcuk, 2009;Liñán & Fayolle, 2015).The model that is often used in predicting entrepreneurial intentions is Ajzen's theory of planned behavior (TPB) (Kautonen et al., 2015;Batool et al., 2015).Selfefficacy is a phenomenal antecedent of entrepreneurial intention (Zhao et al., 2011).Self-efficacy in the context of entrepreneurship is a person's strong belief in carrying out entrepreneurial tasks and roles successfully.
searched (Cardon & Kirk, 2015;Campos, 2017).Entrepreneurial intentions are influenced by creativity, entrepreneurial spirit, and self-efficacy because these traits allow entrepreneurs to identify opportunities with profit potential (Soni & Bakhru, 2021).Fuller et al. (2018) and Hu et al. (2018) considered intention and behavior to describe relationships in entrepreneurship.According to Shirokova et al. (2016), only about 30% of intention results in entrepreneurial action.To better understand how self-efficacy and self-leadership, combined with TPB antecedents, predict the entrepreneurial ambitions of SMEs in Indonesia, this study focuses on SME actors.Therefore, this paper examines how the entrepreneurial behavior intentions of small and medium enterprises (SMEs) in Indonesia grow.

LITERATURE REVIEW AND HYPOTHESES
Entrepreneurship is the spearhead of individual, organizational, and state economic growth.
Entrepreneurship is an activity that includes the creation, discovery, evaluation, and utilization of opportunities to produce services and products (Shane, 2012).Entrepreneurship is becoming an excellent alternative career path (Zacher et al., 2012).In running a business, many behaviors are still not entirely under individual control, so it is necessary to add the concept of perceived behavioral control.The theory of planned behavior (TPB) states that behavioral intention can lead to behavior that individuals will carry out (Fishbein & Ajzen, 1975 (Baron, 2008).The spirit of entrepreneurship senses the individuality of the entrepreneur (Huyghe et al., 2016).
Self-efficacy is related to specific cognitive procedures for evaluating oneself and the ability to perform specific tasks (Schunk & DiBenedetto, 2020).This ability reflects a person's belief in the capacity to complete a given task.Individuals who believe they can effectively perform tasks will accept the job (Tenaw, 2013).High self-efficacy is related to one's belief in having special skills to productively complete work with minimal help from others or without using others (Hsiao et al., 2011).Combining self-regulation, self-control, and self-management theories into three categories behavior focus methods, natural reward systems, and constructive thought patterns is self-leadership (Manz & Neck, 2004).Self-leadership is how individuals take charge of their destiny (Manz & Neck, 2004).Even though people are motivated to perform duties, not everyone can act originally.Employees can encourage themselves to adopt the desired behavior through self-leadership (Kör, 2016).In the meantime, self-leadership and job tasks have a beneficial link (Oduntan, 2014).
A person with entrepreneurial intention recognizes their desire to launch a new firm in the future (Kautonen et al., 2013).Entrepreneur preferences and entrepreneurial intention encompass original concept ideas and plans to create and launch new firms (Obschonka et al., 2017;Mannino et al., 2019).Shinnar et al. (2018) found that an individual's entrepreneurial behavior to launch their enterprises is dynamically shaped by their entrepreneurial ambition.Following the behavioral theory, the stronger the intention to engage in a specific action, the more probable the actual behavior will be mirrored in the organization (Vallerand et al., 1992).
Therefore, this study aims to analyze the effect of entrepreneurial passion, self-efficacy, and self-leadership on entrepreneurial intentions.This study suggests the following hypotheses according to the conceptual model in Figure 1: H1: Entrepreneurial passion has a significant impact on self-efficacy.
H2: Entrepreneurial passion has a significant impact on entrepreneurial intention.
H3: Entrepreneurial passion has a significant impact on self-leadership.
H4: Self-efficacy has a significant impact on entrepreneurial intention.
H5: Self-leadership has a significant impact on entrepreneurial intention.
The research framework establishes fundamental theories, defines methodologies, and creates variables.This study evaluates research findings to increase their applicability and generalizability (Adom et al., 2018).The factors of entrepreneurial passion, self-efficacy, cell leadership, and entrepreneurial intention are also linked in this study.

METHODOLOGY
The data were collected from a population of 191,312 small and medium enterprises (SMEs) in East Java.The sample comprises 334 SMEs in five big cities in East Java.SME owners/managers were contacted via email and WhatsApp using the Google Forms from December 2022 to January 2023.Only 334 of the questionnaires returned were valid.Table 1 shows the demographic data of respondents.
Based on a thorough analysis of the pertinent literature, a survey instrument was created to examine the connections between entrepreneurial passion, self-efficacy, self-leadership, and entrepreneurial intention.A five-point Likert scale, from 1 for "strongly disagree" to 5 for "strongly agree," is used to evaluate the study's constructs.Additionally, it should be noted that literature on quality management and technology transfer has frequently employed the five-point scale (Abbasi et al., 2021).The items used to measure this study's entrepreneurial passion were modified from Norena-Chavez and Thalassinos ( 2022

RESULTS
The research data were collected regarding entrepreneurial passion, self-efficacy, self-leadership, and entrepreneurial intention.Smart-PLS has issued a p-value to perform each evaluation and compare it with a predetermined alpha (0.05).The hypothesis is accepted if the output has a p-value < 0.05.Table 3 shows the hypotheses testing.
Table 3 demonstrates that H1 is accepted, indicating that entrepreneurial passion strongly impacts self-efficacy with a p-value of 0.000 and a path coefficient of 0.014.With a path coefficient of 0.109 and a p-value of 0.000, H2 is accepted, indicating that entrepreneurial passion positively and substantially impacts entrepreneurial intention.With a path coefficient of 0.056 and a p-value of 0.000, H3 is accepted, indicating that entrepreneurial enthusiasm positively and substantially impacts self-leadership.Finally, with a path coefficient of 0.097 and a p-value of 0.000, H4 is accepted, meaning that self-efficacy positively and significantly affects entrepreneurial intention.H5 is accepted, meaning that self-leadership positively and significantly affects entrepreneurial intention.

DISCUSSION
Entrepreneurial passion has a positive and significant effect on self-efficacy.This finding supports the results of Cardon and Kirk (2015) that the entrepreneurial spirit will encourage and motivate individuals to recognize business opportunities.SMEs are also trying to create new businesses by existing trends.
Entrepreneurship is crucial as a driver of economic growth (Davidsson, 2003), and if the entrepreneurial spirit is not just a personality trait but an influence that can be identified, utilized, and nurtured, the result can encourage and develop existing businesses (Cardon & Kirk, 2015).
Considering H2, entrepreneurial spirit influences entrepreneurial intention.These findings align with earlier studies showing that entrepreneurial spirit motivates entrepreneurial goals (Murnieks et al., 2014;Karimi, 2020).The entrepreneurial spirit fosters a strong drive in people to carry out specific tasks (Cardon et al., 2017).The drive behind the entrepreneurial spirit is passion.People passionate about entrepreneurship set out to develop their business concepts and insights.Entrepreneurial passion is at the heart of entrepreneurial activity and business creation and plays a significant role in entrepreneurial ambitions (Karimi, 2020 ficacy, he will accept setting goals.According to this study, SME actors have a high level of self-efficacy, and as a result, they want to grow their existing businesses or start new ones.In addition, individuals with high self-confidence are likely to create their own SMEs (Li et al., 2020).
H4 shows that self-leadership positively influences entrepreneurial intention.According to Chaijukul (2010), there is a relationship between self-leader-ship, self-efficacy, job satisfaction, and employee work performance.Self-leadership is revealed to make a direct contribution to entrepreneurial intention.Self-leadership involves an internal reflective process in which individuals are consciously moved and intend to create the desired transformation, improvement, and innovative behavior (Carmeli et al., 2006).Therefore, the individual has motivation through self-leadership for intentions in innovative entrepreneurship.

CONCLUSION
This study analyzes the effect of entrepreneurial passion, self-efficacy, and self-leadership in increasing the entrepreneurial intention of SMEs.The entrepreneurial spirit influences how everyone perceives the company start-up process and the idea that SMEs can overcome obstacles.Furthermore, people who are passionate about entrepreneurship develop self-efficacy and self-leadership.Therefore, the link between desire and entrepreneurial intention is mediated by entrepreneurial self-efficacy.This study confirms the positive influence of entrepreneurial passion, self-efficacy, and self-leadership on entrepreneurial intentions.Thus, entrepreneurial intention is positively related.The same goes for the entrepreneurial spirit, a milestone in entrepreneurial intent by SMEs.
This paper offers a new approach to encourage SMEs to progress from idle thinking to active action toward successful business development.Therefore, SMEs with high entrepreneurial spirit are more likely to be inspired by opportunities and take action with an entrepreneurial mindset.As a result, SMEs must have entrepreneurial intentions.
One of this study's limitations is that only SMEs' entrepreneurial intentions were observed.Attitudes play an integral role in influencing unobserved behavioral intentions.Future research should cover attitudes to provide insight into the entrepreneurial spirit.Another limitation is that the scope of research focuses on SMEs.Future studies can sample different objects, such as students.
Table 2 shows the reliability and validity of the items.

Table 3 .
Research hypotheses testing results