Core values as drivers of entrepreneurial performance: A study of SMEs in Uganda’s central region

Figures & data

Figure 1. Confirmatory factor analysis for core values, motivation and entrepreneurial performance. Key: MV is motivation; FR is fairness; PME is Cumulative employment; CL is cleanliness; RES is responsibility; PMD is product diversification; TR is trust; RS is respect.

Table 1. Covariances and significance levels of study variables.

			β	SE	CR	P
Core values	<–>	Motivation	.108	.027	4.070	***
Core values	<–>	Entrepreneurial performance	.117	.029	3.994	***
Motivation	<–>	Entrepreneurial performance	.282	.056	5.062	***

Figure 2. Hypothesis testing for the relationship between core values and entrepreneurial performance. Key: MV is motivation; TR is trust; PME is cumulative employment; CL is cleanliness; RES is responsibility; PMD is product diversification; FR is fairness; RS is respect.

Table 2. Statistics summery of the specified model.

			β	SE	CR	P
Motivation	<—	Core values	.70	.549	4.254	***
Entrepreneurial performance	<—	Motivation	.03	.134	0.266	.791
Entrepreneurial performance	<—	Core values	.68	.673	3.609	***

Table 3. Sobel test results for mediation effect.

Paths	P-values	Sig	Decision
Cleanliness → Motivation → PMD	.04	0.000	Motivation mediates the path
Cleanliness → Motivation → PME	.05	0.003	Motivation mediates the path
Trust → Motivation → PMD	.44	0.000	Motivation does not mediate the path
Trust → Motivation → PME	.15	0.000	Motivation does not mediate the path
Fairness → Motivation → PMD	.026	0.000	Motivation mediates the path
Fairness → Motivation → PME	.05	0.000	Motivation mediates the path
Responsibility → Motivation → PMD	.06	0.000	Motivation does not mediate the path
Responsibility → Motivation → PME	.05	0.000	Motivation mediates the path
Respect → Motivation → PMD	.04	0.000	Motivation mediates the path
Respect → Motivation → PME	.05	0.000	Motivation mediates the path