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Frontiers in Sociology 01 frontiersin.org
Beyond boundaries: fostering
women entrepreneurs’ success
through culture, family, and
entrepreneurship
Kurniawan
1*, RivalPahrijal
1, AgungMaulana
1,
RakotoarisoaMaminirina Fenitra
2, DanaBudiman
1 and
Supriandi
3
1 Department of Management, Universitas Nusa Putra, Sukabumi, Indonesia, 2 Faculty of Economics
and Business, Universitas Indonesia, Depok, Indonesia and ASTA Research Center, Antananarivo,
Madagascar, 3 Department of Master Management, Telkom University, Bandung, Indonesia
Introduction: This study investigates how social capital, family support, culture,
entrepreneurial qualities, and self-ecacy influence women’s work-life balance
and entrepreneurial success in Indonesia.
Methods: This research employs a quantitative methodology, gathering data via
a survey with 350 participants.
Results: The investigation findings indicate that culture, family support, and
entrepreneurial tendencies significantly influence self-ecacy, social capital,
and business success. Additionally, social capital and self-ecacy significantly
mediate the association between the independent variables and satisfaction
with work-life balance and company performance.
Discussion: The research emphasizes the significance of the interaction between
social, cultural, and personal aspects in boosting entrepreneurial success and
well-being, and the results oer useful insights to assist the growth of women
entrepreneurs in Indonesia.
KEYWORDS
women entrepreneur, culture, family support, social capital, work-life balance
1 Introduction
e number of female entrepreneurs has increased dramatically in recent decades,
signaling a signicant shi in the direction of gender inclusivity in business ownership and
leadership (Wheadon and Duval-Couetil, 2017). is topic is still being discussed in
developing nations like Indonesia. Notwithstanding these advancements, systemic
impediments and sociocultural limitations still confront women, impeding their ability to
pursue entrepreneurial goals (Poulsen etal., 2022). Traditional gender roles, which conne
women to the home and limit their potential as corporate leaders, are frequently prescribed
by cultural norms and societal expectations (Maxheimer and Nicholls-Nixon, 2022; Sarhan
and Ab Aziz, 2023). e persistence of these deeply ingrained beliefs results in unequal access
to opportunities, networks, and resources, which impedes women’s advancement as
entrepreneurs and slows down economic expansion (Delgado and Murray, 2022). Women’s
entrepreneurship faces some obstacles.
Family issues shape women’s goals, motivation, and support systems, which in turn aects their
entrepreneurship (McCoy and Winkle-Wagner, 2022). Support from family members can act as a
spark, but juggling career and family responsibilities can bedicult (Elotmani and El Boury, 2023).
OPEN ACCESS
EDITED BY
Ch Shoaib Akhtar,
Fatima Jinnah Women University, Pakistan
REVIEWED BY
Shaheryar Naveed,
Fatima Jinnah Women University, Pakistan
Huma Ayub,
Fatima Jinnah Women University, Pakistan
*CORRESPONDENCE
Kurniawan
kurniawan@nusaputra.ac.id
RECEIVED 13 November 2024
ACCEPTED 30 January 2025
PUBLISHED 13 February 2025
CITATION
Kurniawan, Pahrijal R, Maulana A, Maminirina
Fenitra R, Budiman D and Supriandi (2025)
Beyond boundaries: fostering women
entrepreneurs’ success through culture,
family, and entrepreneurship.
Front. Sociol. 10:1513345.
doi: 10.3389/fsoc.2025.1513345
COPYRIGHT
© 2025 Kurniawan, Pahrijal, Maulana,
Maminirina Fenitra, Budiman and Supriandi.
This is an open-access article distributed
under the terms of the Creative Commons
Attribution License (CC BY). The use,
distribution or reproduction in other forums is
permitted, provided the original author(s) and
the copyright owner(s) are credited and that
the original publication in this journal is cited,
in accordance with accepted academic
practice. No use, distribution or reproduction
is permitted which does not comply with
these terms.
TYPE Original Research
PUBLISHED 13 February 2025
DOI 10.3389/fsoc.2025.1513345
Kurniawan et al. 10.3389/fsoc.2025.1513345
Frontiers in Sociology 02 frontiersin.org
Family support is a cornerstone in the entrepreneurial journey of women,
oering a multifaceted and dynamic form of assistance that extends
beyond conventional denitions of aid. Emotional encouragement
provided by families serves as a critical foundation, instilling condence
and resilience in women entrepreneurs who face the uncertainties and
pressures of running a business. Additionally, nancial backing from
family members oen acts as a lifeline, particularly in the early stages of
business development when external funding sources may bescarce.
Logistical assistance, such as help with managing household
responsibilities or providing childcare, further enables women to dedicate
more time and energy to their entrepreneurial pursuits. Understanding
these dynamics in women’s entrepreneurial journeys is crucial, as
demonstrated by the impact of cultural norms and family expectations
(Aljarodi etal., 2023; Rametse etal., 2021). Entrepreneurial success
depends on both internal and external elements, such as empathy and
resilience (Feng etal., 2023; Yu etal., 2024). However, stereotypes and
cultural prejudices frequently make it dicult to identify these qualities
(Manzoor and Jabeen, 2022; Temitope and Sharma, 2022). To enhance
women’s leadership potential, it is critical to have a thorough
understanding of how entrepreneurial skills interact with cultural norms
(Gerke etal., 2023).
In many cultural contexts, the family’s role transcends passive support
to encompass active engagement in business operations, such as oering
strategic advice or directly participating in the venture. is symbiotic
relationship underscores the interconnectedness between family
wellbeing and entrepreneurial success. However, this dynamic is not
without challenges. Societal expectations oen impose disproportionate
caregiving roles on women, creating a delicate balancing act between
professional and personal responsibilities. e stress of navigating these
dual roles can lead to burnout and hinder entrepreneurial progress,
emphasizing the need for systemic solutions and supportive policies.
Furthermore, social capital plays a critical role in the
entrepreneurial ecosystem and is particularly important for women
entrepreneurs who may encounter additional obstacles when trying
to access networks and resources (Sheikh etal., 2021). According to
Neumeyer etal. (2019), social capital is the relationships, networks,
and connections that support resource mobilization, collaboration,
and knowledge sharing within the entrepreneurial community.
Several studies further support the idea that social capital is a
prerequisite for entrepreneurship. Unfortunately, due to
discriminatory behaviors, inadequate participation in business
networks, and exclusionary practices, women entrepreneurs
frequently experience gaps in the accumulation of social capital
(Shankar et al., 2020). is is also the situation for women
entrepreneurs in Indonesia. To increase women’s entrepreneurial
prospects and promote equitable economic growth, it is imperative to
address these disparities and use social capital as a form of
empowerment (Mamabolo and Lekoko, 2021; Rana etal., 2022).
Additionally, culture signicantly shapes the entrepreneurial
ecosystem by inuencing societal attitudes, values, and behaviors
(Hofstede, 2009). For women entrepreneurs, cultural norms can either
serve as facilitators or barriers. In progressive cultures that encourage
gender equality, women oen have greater opportunities to pursue
entrepreneurial ventures. Conversely, in traditional settings, restrictive
cultural norms may hinder women’s access to education, resources, and
markets. us, exploring the intersection of culture and entrepreneurship
provides valuable insights into how societal norms can betransformed to
support women entrepreneurs. Moreover, self-ecacy, or the belief in
one’s ability to achieve specic goals, is a critical psychological factor
inuencing entrepreneurial behavior (Bandura, 1991). High self-ecacy
enables women entrepreneurs to overcome obstacles, make informed
decisions, and persist in the face of adversity. It is closely linked to
condence, competence, and a proactive mindset. Furthermore, factors
such as mentorship, education, and prior entrepreneurial experience play
signicant roles in shaping self-ecacy. Understanding how to bolster
self-ecacy among women entrepreneurs can lead to more sustainable
and impactful ventures.
e ultimate goal of entrepreneurship is oen the success and
sustainability of the business. Company success is a multidimensional
construct encompassing nancial performance, market share,
customer satisfaction, and social impact. For women entrepreneurs,
achieving company success involves navigating a myriad of challenges,
from securing funding to competing in male-dominated industries
(Reynolds et al., 2024). Additionally, analyzing the factors that
contribute to company success provides a roadmap for designing
supportive policies and programs tailored to the needs of women
entrepreneurs. e intrinsic qualities of entrepreneurs, such as
creativity, risk-taking, resilience, and vision, are fundamental to
entrepreneurial success. Women entrepreneurs oen bring unique
perspectives and innovative approaches to business challenges.
However, developing and sustaining these entrepreneurial qualities
requires a supportive environment that nurtures talent and encourages
experimentation. Consequently, identifying the key qualities that
distinguish successful women entrepreneurs can help design targeted
interventions to foster these traits in aspiring entrepreneurs.
Besides that, balancing entrepreneurial aspirations with personal
and family responsibilities is a pervasive challenge for women
entrepreneurs. Work-life balance satisfaction is a critical determinant
of overall wellbeing and productivity. A harmonious balance enables
women to maintain their physical and mental health while achieving
their professional goals. However, the lack of institutional support,
such as aordable childcare and exible work arrangements, oen
exacerbates the work-life balance dilemma. erefore, investigating
the factors that inuence work-life balance satisfaction can help
identify strategies to enhance the quality of life for women
entrepreneurs (O’Hare etal., 2020).
ere is still a lack of knowledge about how cultural, familial, and
personal factors interact to inuence outcomes like business success and
work-life balance satisfaction, especially in Indonesia, despite the growing
recognition of their signicance in shaping women’s entrepreneurial
experiences. e majority of studies on women’s self-employment in
Indonesia focus on the global context rather than examining the unique
dynamics present in Indonesia (Samineni, 2018; Muhaimin etal., 2023).
is is concerning because there is an interesting gap where mediating
variables, such as self-ecacy and social capital, inuence the relationship
between independent and dependent variables. Indonesia is distinct in
terms of its family values, culture, and socioeconomic issues that impact
female entrepreneurs. By investigating the role these elements play in
fostering women’s entrepreneurial success in Indonesia, this research aims
to close this gap.
e purpose of this study is to elucidate the connections between
women’s entrepreneurial success and cultural elements, familial
support, entrepreneurial qualities, self-ecacy, and social capital. is
study specically examines three aspects of women’s entrepreneurial
success in Indonesia: (Wheadon and Duval-Couetil, 2017) the impact
of cultural variables, family support, and entrepreneurial qualities;
Kurniawan et al. 10.3389/fsoc.2025.1513345
Frontiers in Sociology 03 frontiersin.org
(Poulsen etal., 2022) the mediating function of self-ecacy and social
capital; and (Maxheimer and Nicholls-Nixon, 2022) the relationship
between these factors and satisfaction with work-life balance.
Comprehending these characteristics is crucial in devising policies
and initiatives that foster equitable economic growth, diminish
obstacles, and enable female entrepreneurs.
2 Literature review and hypothesis
development
2.1 Theoretical foundation
Entrepreneurship research is deeply rooted in theoretical
frameworks that help explain the motivations, behaviors, and
outcomes of entrepreneurial activities. Grounding this study in a
relevant theoretical foundation enhances its rigor and provides a
structured lens through which to explore the dynamics of women
entrepreneurs. is study primarily draws upon Social Capital eory,
Resource-Based View (RBV), and Bandura’s Self-Ecacy eory,
while also integrating perspectives from Work-Life Balance eory
and Cultural eory to provide a comprehensive understanding of the
factors inuencing women entrepreneurs’ success.
Social Capital eory (Coleman, 1988; Putnam, 2000) underscores
the importance of social networks, relationships, and shared norms in
facilitating cooperative action and resource access. For women
entrepreneurs, social capital manifests as access to mentorship,
funding opportunities, market connections, and collaborative
networks. is theory is particularly relevant in exploring how social
capital serves as a critical enabler of entrepreneurial success. However,
gendered societal norms oen present barriers for women in building
and leveraging robust social networks, necessitating targeted strategies
to enhance social capital for women entrepreneurs.
e Resource-Based View (Barney, 1991) provides a strategic lens for
understanding how unique resources and capabilities contribute to
sustained competitive advantage. In the context of women
entrepreneurship, this framework highlights the signicance of tangible
resources such as nancial capital and technology, as well as intangible
assets like entrepreneurial skills, family support, and cultural alignment.
By leveraging these resources, women entrepreneurs can achieve superior
business performance and long-term sustainability.
Self-ecacy, as proposed by Bandura (1977), is the belief in one’s
ability to achieve specic goals and perform tasks eectively. is theory
is central to understanding the psychological drivers of entrepreneurial
behavior, particularly among women. High self-ecacy enables women
entrepreneurs to navigate challenges, take calculated risks, and persist in
the face of adversity. Factors such as prior entrepreneurial experience,
education, and mentorship are critical in shaping self-ecacy, which in
turn inuences entrepreneurial outcomes.
Work-Life Balance eory (Greenhaus and Beutell, 1985) explores
the interplay between professional and personal responsibilities. For
women entrepreneurs, achieving work-life balance is oen a signicant
challenge, inuenced by societal expectations and caregiving roles. is
theory helps elucidate how the satisfaction derived from balancing
entrepreneurial pursuits with personal wellbeing impacts overall success
and quality of life. A better understanding of work-life balance dynamics
can inform policies and practices that support women entrepreneurs in
managing these dual responsibilities.
Hofstede’s Cultural Dimensions eory (Hofstede, 2001) provides
a framework for analyzing how cultural norms and values shape
entrepreneurial behavior. Women entrepreneurs operate within
diverse cultural contexts that can either facilitate or hinder their
ventures. For instance, progressive cultures that emphasize gender
equality tend to provide more opportunities for women entrepreneurs,
whereas traditional cultures may impose restrictive norms. is
theory allows for a nuanced exploration of how cultural factors
intersect with entrepreneurship and inuence success.
e integration of these theoretical perspectives provides a robust
foundation for examining the multifaceted nature of women
entrepreneurship. Social Capital eory and RBV emphasize the
importance of networks and resources, while Self-Ecacy eory
addresses the psychological dimensions of entrepreneurial behavior.
Work-Life Balance eory and Cultural eory add layers of complexity
by highlighting the socio-cultural and personal challenges faced by
women entrepreneurs. ese theories create a comprehensive framework
for understanding the variables inuencing women entrepreneurs’
success and identifying actionable strategies to support them.
2.2 Culture
rough socialization, beliefs, values, rituals, behaviors, and
artifacts are passed down from generation to generation, forming
culture and inuencing how people perceive and engage with their
surroundings. As new concepts arise and traditional customs alter,
culture keeps changing (Nadkarni and Prügl, 2021). According to
Hofstede’s cultural dimensions, cultural traits like indulgence against
restraint, power distance, individuality versus collectivism,
masculinity versus femininity, long-term versus short-term
orientation, and individualism versus collectivism all have a signicant
impact on how organizations run. In addition to posing possibilities
and problems in relationships with clients, sta, and rival businesses,
these aspects also shape organizational values, attitudes, and practices
(Hofstede, 2009; Migon Favaretto etal., 2019).
Culture aects corporate strategy and cross-cultural
communication in dierent nations, and it has a major impact on
several areas of personal and professional life, including work-life
balance, social capital, self-ecacy, and company performance
(Bullough et al., 2022). ere are now clear distinctions between
national and international entrepreneurial cultures as a result of the
shi from a Soviet-style economy to a market-based economy,
especially in Russia (Kuznetsov and Kuznetsova, 2005). Cultural
aspects impact company strategies and marketing management in
South Asia. ese elements include the signicance of adapting to
local cultural nuances and maintaining a market orientation (Kotler
and Keller, 2009). e complexity of cross-cultural business
communication is also rising as a result of regional variations in
norms, expectations, and language usage. To thrive internationally,
organizations must forge strong ethical and cultural identities (Beckers
and Bsat, 2014). National cultures have an impact on self-ecacy, risk-
taking, social capital, and organizational and individual adaptability—
all of which are critical for business success in an international setting.
e body of current literature oers proof and generates hypotheses:
H1: ere is a signicant positive inuence of culture on self-
ecacy in Indonesian women entrepreneurs.
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H2: ere is a positive and signicant eect of culture on social
capital in Indonesian women entrepreneurs.
H3: ere is a positive and signicant inuence of culture on
business success in female entrepreneurs in Indonesia.
H4: ere is a positive and signicant inuence of culture on
work-life balance satisfaction in women entrepreneurs
in Indonesia.
2.3 Family support
Family support, which is crucial to the wellbeing of the person
and the family, consists of practical, nancial, and emotional
support (Marier, 2021; Blass and Shelah, 1989). is assistance—
which could take the form of listening, giving money, or helping
with everyday duties—contributes to the stability of the family
(Sche, 2014). According to Mayes etal. (2022), social capital, which
consists of networks and norms, is just as valuable as family support
(Falk and Harrison, 1998; Schröder etal., 2020) when it comes to
coping with socioeconomic change. Although obstacles like
miscommunication and expectation gaps might occur, this support
helps entrepreneurs succeed in many ways (Arif and Hamid, 2023).
Family support for entrepreneurs has been linked to increased
motivation, success, and decreased stress levels (Hasanah
etal., 2022).
Family support contributes to security, development, and
resilience, which are critical components of company success,
particularly for family-owned enterprises. Family businesses are more
likely to be stable, maintain business continuity, and assist in
overcoming obstacles at dierent stages of development, according to
research (Memili etal., 2023). Additionally, this support builds social
capital, which aids in knowledge sharing between families and
communities and supports small enterprises in overcoming adversity.
Furthermore, family support helps people overcome obstacles and
provide resources for success, which has an impact on people’s careers,
particularly in demanding elds like professional kitchens (Spieß
et al., 2022) and minority-owned enterprises like refugee-owned
businesses (Holland and Oliver, 1992; Torres and Marshall, 2015;
Joseph, 2022).
Work-life balance satisfaction is signicantly inuenced by family
support (Khalid etal., 2023). WLB is highly inuenced by supervisor
support and a exible work environment (Rahmansyah etal., 2023;
Yus et al., 1974; Banik etal., 2021). Furthermore, extended family
serves as a vital source of social support, particularly for moms who
work (Uddin etal., 2022). Work-family balance decisions are also
inuenced by cultural and policy considerations (Banik etal., 2021;
Regina etal., 2021). Role overload can belessened and WLB’s ecacy
can beincreased with the assistance of colleagues and the organization
(Ninaus et al., 2021; Boakye et al., 2021). To increase employee
wellbeing and productivity, organizations should adopt family-
friendly policies (Akobo and Stewart, 2020; Giao etal., 2020; Chatra
and Fahmy, 2018). e body of current literature oers proof and
suggests theories.
H5: ere is a positive and signicant eect of family support on
self-ecacy.
H6: ere is a positive and signicant eect of family support on
social capital.
H7: ere is a positive and signicant eect of family support on
business success.
H8: ere is a positive and signicant eect of family support on
work-life balance satisfaction.
2.4 Entrepreneurial traits
e success of a rm depends on having entrepreneurial qualities
including vision, condence, risk-taking, inventiveness, and resilience.
People who solve problems creatively, take calculated chances, and
learn from mistakes are viewed as entrepreneurs. eir ability to
innovate allows them to remain competitive and adjust to changes in
the market (Nambisan, 2017; Toma etal., 2014). e capacity to
bounce back from setbacks and make sound business decisions is
inuenced by risk-taking and resilience (Dees, 1998; Zahra and
Wright, 2016). Successful entrepreneurship is also favored by eective
leadership and nancial and personal motivation (Shukla, 2021;
Iskandar et al., 2021). Extant literature supports the following
hypothesis and oers evidence for it:
H9: ere is a positive and signicant eect of entrepreneurial
traits on self-ecacy.
H10: ere is a positive and signicant eect of entrepreneurial
traits on social capital.
H11: ere is a positive and signicant eect of entrepreneurial
traits on business success.
H12: ere is a positive and signicant inuence of entrepreneurial
traits on work-life balance. Satisfaction.
2.5 Mediators of motivation, personal
characteristics, and new venture
performance
e interplay of various cognitive, behavioral, and psychological
traits shapes entrepreneurial success. e relevance of heuristics and
biases in decision-making is highlighted by cognitive techniques,
particularly when faced with uncertainty and novelty. e Five Factor
Model’s description of personality traits has been connected to
entrepreneurial success; digital entrepreneurs, for instance, tend to
employ neuroticism to their advantage (Alomani et al., 2022).
According to Bandera and Passerini (2018), the interplay among
human, social, and cognitive resources is essential for the success of
budding entrepreneurs. Numerous studies demonstrate that a variety
of entrepreneurial traits, such as demographic variables, can account
for a signicant portion of the expansion of small and medium-sized
businesses (SMEs) (inji and Gichira, 2017). Researchers and
entrepreneurs alike can benet from a greater understanding of these
variables as they pertain to the dynamics of business success
and entrepreneurship.
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Frontiers in Sociology 05 frontiersin.org
According to Albert Bandura, self-ecacy—a person’s condence
in their capacity to complete a job or reach a goal—is a crucial
component of motivation and behavior modication. In domains like
entrepreneurship, education, and parenthood, self-ecacy aects
emotions, problem-solving, and overall wellbeing (Hvalič-Touzery
etal., 2022; Karvonen etal., 2023; Maghroh etal., 2023; Poluektova
etal., 2023; Sehlström etal., 2023). Studies reveal that self-ecacy
promotes optimism and learning engagement (Optimism, 2017) and
connects favorably with competence and negatively with reading
anxiety (Trisnayanti etal., 2020). According to Hodges etal. (2014),
teacher self-ecacy promotes the eectiveness of new curricula in the
classroom and inuences health-related behaviors in the domain of
physical tness.
Studies reveal that self-ecacy inuences employee
entrepreneurial behavior (Kim and Beehr, 2023), mediates the
relationship between social capital and entrepreneurial intention
(Mahfud et al., 2020), and moderates the relationship between
nancial literacy and SME sustainability (Julito etal., 2021). Gender
dierences also exist in entrepreneurial self-ecacy, with males
reporting higher levels than women (Nanjala, 2012). According to a
study on coach and parent support in Malaysia, self-ecacy
development is favorably correlated with work-life balance satisfaction
(Ketelle, 2005; Retnam etal., 2018). Emotional intelligence and job
stress have an impact on self-ecacy as well (Wilson, 2016; Soloman,
2014; Olokoyo etal., 2009). e body of current literature supports the
following hypothesis and oers evidence:
H13: ere is a positive and signicant inuence of self-ecacy
on business success.
H14: ere is a positive and signicant eect of self-ecacy on
work-life balance satisfaction.
e term “social capital” describes the value that a community
places on shared norms, social ties, and trust—all of which have the
potential to enhance both individual and societal wellbeing. Social
capital aects a range of social phenomena, including quality of life,
sustainable agriculture, and catastrophe mitigation. It also
encompasses the advantages of relationships, such as access to
resources, information, and support (Purba etal., 2022; Nugraha etal.,
2020). But social capital can also have a dark side that could
be detrimental to society; this is known as “dark social capital.”
Relationships between people, groups, and institutions are impacted
by this idea, as seen in the producer-supplier relationship (Nugraha
etal., 2020; Mungra and Yadav, 2023). Indicators including social
awareness, participation, trust, and reciprocity are used to quantify
social capital. Research conducted in China revealed a connection
between social capital and religious inclinations, whereas studies
conducted in Egypt employed 12 social capital variables for rural
populations (Newaser and Basha, 2023). In addition, social capital
aects adult population health in Norway (Gele and Harsløf, 2010)
and the ability of small enterprises to bounce back from natural
disasters (Norris, 2007).
Studies indicate that work-life balance satisfaction is positively
impacted by social capital, as people can manage their personal and
professional obligations with the assistance of coworkers, managers,
and exible scheduling (Ghodsee and Orenstein, 2021; Duy and Dik,
2009; Wilkinson, 2014). In addition to lowering stress and enhancing
wellbeing, social capital also gives people access to information and
emotional support; nevertheless, the impacts of social capital might
vary depending on personal traits and socioeconomic circumstances
(Bartolini and Sarracino, 2015). Furthermore, trust, resource
accessibility, and small business resilience following disasters are all
inuenced by social capital, which is crucial for business success
(Torres and Marshall, 2015; Meiryani etal., 2023). Social capital is a
signicant component of business and entrepreneurship (Colfax etal.,
2010). It also promotes entrepreneurial ambitions through self-
ecacy (Mahfud etal., 2020) and entrepreneur performance (Pullich,
2012). e body of current literature supports the following hypothesis
and oers evidence:
H15: ere is a positive and signicant eect of social capital on
business success.
H16: ere is a positive and signicant inuence of social capital
on work-life balance satisfaction.
2.6 Key factors business success and work
life balance satisfaction
A broad spectrum of operational, nancial, and strategic
accomplishments are components of business success (Tiwari and
Suresha, 2021). It is determined by how well the business meets or
surpasses its objectives, pleases clients, and experiences sustainable
growth (Alabdullah, 2023). Quantitative measurements, including
nancial performance that includes revenue growth, protability,
return on investment (ROI), and cash ow, can beused to evaluate
success indicators (Dimitropoulos and Scafarto, 2021). Strong
nancial performance is typically seen as a successful business (Jylhä
etal., 2020), as demonstrated by the consistent growth in revenue and
protability. However nancial performance on its own is insucient
(Prentice, 2022). A company’s performance can also bedetermined by
factors such as employee engagement, customer happiness, and brand
reputation (Sánchez-Iglesias et al., 2024). Employee involvement
boosts productivity and creativity, while customer happiness leads to
referrals and repeat business (Capelle, 2013). Customers, employees,
and investors are drawn to brands with a good reputation (Boikanyo
and Naidoo, 2023). According to Vibhakar etal. (2023), business
success is a multifaceted notion that encompasses both nancial and
operational metrics. e company’s total success is determined by the
performance of both of these areas.
A person’s attempts to strike a balance between their personal
and professional obligations are referred to as work-life balance
(Shanafelt etal., 2012). It entails time and energy management to
ensure that relationships, leisure activities, and personal wellbeing
are not sacriced to fulll job obligations (Shirmohammadi etal.,
2022). is balance, which enables one to pursue a job while still
having time for family, hobbies, and self-care, is crucial for happiness,
productivity, and mental health (Vyas, 2022; Susanto etal., 2022).
Setting limits, prioritizing work, and scheduling downtime are
necessary to achieve it (Azapagic and Perdan, 2000). Time spent on
work vs. leisure activities, stress levels, health, and life satisfaction
are all indicators of this balance (Budhiraja et al., 2022). Better
balance is also facilitated by exible work schedules and the freedom
to put work on hold aer hours (Jaharuddin and Zainol, 2019;
Kurniawan et al. 10.3389/fsoc.2025.1513345
Frontiers in Sociology 06 frontiersin.org
Opatrná and Prochazka, 2023). A research model framework is
developed based on the accumulated literature, as illustrated in
Figure1.
3 Methods
3.1 Participants
is study focused exclusively on women entrepreneurs, with the
sample selected using a combination of simple random sampling,
non-probability sampling, and purposive sampling techniques. e
rationale for employing multiple sampling methods lies in the study’s
objectives and the practical constraints faced during data collection.
Simple random sampling was used in the initial phase of the study
to ensure that every individual in the dened population of women
entrepreneurs had an equal probability of being selected. is
approach was particularly useful in maintaining the objectivity and
representativeness of the sample. For instance, when reaching out to
registered women entrepreneurs through formal business networks or
government listings, a random selection process was conducted to
prevent selection bias and ensure diversity in the sample.
Non-probability sampling was then integrated to address logistical
constraints and practical challenges, such as accessing informal or
less-visible women entrepreneurs who might not bepart of formal
networks. is method proved eective for recruiting participants in
online surveys, where respondents were reached through social media
platforms, online forums, and community groups. Non-probability
sampling allowed the study to engage with women entrepreneurs who
may not have been captured through traditional random sampling,
broadening the scope of the research.
Purposive sampling played a critical role in ensuring that the
sample included participants who met specic criteria aligned with
the study’s objectives. e purposive criteria included women
entrepreneurs who were actively managing their businesses, had a
minimum of 2 years of entrepreneurial experience, and operated
within various sectors such as retail, services, and manufacturing. is
targeted approach ensured that the sample reected the nuanced
perspectives of experienced women entrepreneurs, enabling a deeper
exploration of the research variables.
To operationalize these methods, the study distributed 350
questionnaires over a three-month period using both oine and online
channels. Oine distribution involved face-to-face engagement during
networking events, entrepreneurial workshops, and visits to business
locations. Enumerators approached participants identied through
random and purposive selection processes, ensuring that responses
represented a mix of urban and rural entrepreneurs. Meanwhile, online
distribution leveraged platforms like LinkedIn, Facebook, and
WhatsApp groups to circulate the survey, particularly among informal
or remote entrepreneurs who were otherwise dicult to reach.
anks to the diligent eorts of the author and enumerators, all
350 questionnaires were successfully collected. While this high
response rate is commendable, it is essential to acknowledge that
combining multiple sampling methods may introduce complexity and
potential inconsistencies if not systematically justied. In this study,
the chosen techniques were employed to strike a balance between
representativeness, inclusivity, and practical feasibility.
3.2 Research design
To produce numerical data and examine the link between the
variables, this study adopted a quantitative technique. A structured survey
that was disseminated electronically via email, Facebook, LinkedIn,
Instagram, and other social media platforms was used to gather data.
3.3 Measurement
Table1 shows the measurement used in this model, all the items
were adopted from previous studies and modify to adjust within the
present context.
3.4 Data analysis
e gathered data examined using SEM-PLS path analysis with the
aid of SmartPLS, enabling the simultaneous estimate of measurement
and structural models (Vibhakar etal., 2023). Conrmatory factor
analysis (CFA) was used to assess the variance ination factors (VIF),
FIGURE1
Research framework.
Kurniawan et al. 10.3389/fsoc.2025.1513345
Frontiers in Sociology 07 frontiersin.org
reliability, discriminant validity, and convergent validity (Shanafelt etal.,
2012). e convergent validity assessed using factor loadings, composite
reliability (CR), and average variance extracted (AVE); the discriminant
validity assessed using the HTMT ratio and the Fornell-Larcker
criterion (Shirmohammadi et al., 2022). Reliability assessed using
Cronbach’s alpha and composite reliability, with data reliability being
ensured via VIF (Vibhakar etal., 2023). We’ll utilize bootstrapping with
5,000 resamplings to generate condence intervals and standard errors.
Indexes like goodness-of-t (GoF) and normed t index (NFI) are used
to evaluate the t of a model (Shanafelt etal., 2012). e results of the
link between latent constructs and observable variables shows in a path
diagram, along with path coecients, t-values, p-values, and R-squared
values to show how signicant and strong the association is (Vibhakar
etal., 2023) (Table1).
4 Results and discussion
4.1 Respondent demographics
According to Hair etal. (2017), samples in SEM-PLS should beaware
of missing data outliers; however, in this study, all questions were
answered by 100% of respondents, and there were no missing data
outliers. In addition, it is recommended that the research indicators
bemultiplied by ve or 10. In this study, there are 35 indicators multiplied
by 10, which means that 350 samples are considered relevant to the
recommendation (Hair etal., 2017). e age represented the following:
25% of the responding population came from Java, 30% from Sumatra,
18% from Kalimantan, and 27% were from Sulawesi. About 21% of the
responding population was born Javanese, 31% were Sundanese, 19%
were Balinese, and the remaining 29% had other roots. For education,
22% of respondents completed junior high school, 20% completed senior
high school, 32% completed a bachelor’s degree, and 26% obtained a
master’s or doctoral degree. Business experience is also diverse among the
respondents: <10 years, 29%; between 10 and 15 years, 24%; between 15
and 20 years, 28%; and above 20 years, 19%. e technology sector
represents 4%, manufacturing 25%, retail 23%, agriculture 18%, and the
other industry sectors are 30% represented. By ownership structure, 23%
of company ownership is owned by an individual or a family, 27% are
CVs, 20% are limited liability companies, while the remaining 30% falls
under other ownership structure categories. Of these, in terms of workers,
25% have less than ve people, 29% between ve and 20 people, 20%
between 20 and 100 people, while 26% have more than 100 people.
4.2 PLS SEM requirements
is research employs conrmatory factor analysis (CFA), which is
based on sound theory, to ensure that the model is robust and that the
latent variable indicators are adequate. In the PLS-SEM technique, outer
model analysis is used to determine the construct validity and reliability.
e feedback forms were used to check the validity and reliability of data,
and specialists were used to validate the data. In this study, the VIF, CR,
CA, HTMT ratio, and AVE were assessed. All the values were >0.70, thus
showing that the measuring scale was suciently reliable (Hair etal.,
2017). From the results, there are no multicollinearity issues since the
AVE is >0.50 and the outer VIF is less than the threshold of 3 (Hair etal.,
2017). All the results for each item were satisfactory (Table2).
Validity of the model was used to measure factors such as culture,
work-life balance, entrepreneurial traits, self-ecacy, family support,
and social capital in regard to entrepreneurship and business success.
Evaluation of each construct was measured by AVE, VIF, Cronbach’s
Alpha, composite reliability, and outer loadings (Henseler etal., 2015).
While internal consistency with values above 0.70 is demonstrated by
composite reliability and Cronbach’s Alpha, outside loadings indicate
the intensity of the association between items and constructs
(Shirmohammadi etal., 2022). Convergent validity is assessed through
AVE while multicollinearity is assessed through VIF (see below 3)
(Hair etal., 2019).
Table 3 multicollinearity and discriminant validity between
variables. e square root of AVE on the diagonal is higher than the
correlation coecient o the diagonal, showing strong discriminant
validity (Henseler et al., 2015). e VIF score shows low
multicollinearity among predictor variables, hence making the study
results more valid and reliable for analysis and interpretation (Hair
etal., 2019).
SRMR, d_ULS, d_G, chi-square, and NFI are model t criteria
against the saturated model. Generally speaking, the estimated model
is closer to the data and thus better. e d_ULS and d_G were greater,
while the SRMR was low, 0.035 compared to 0.038 for the saturated
model. e chi-square was a bit higher for the estimated model;
however, the NFI displayed a higher model t. ese results imply that
the model estimated ts with the data better (Hair etal., 2019) (Table4).
4.3 Structural model test result
When exogenous variables changes cause an eect on endogenous
variables, the magnitude of path coecient, or standardized beta (β),
is estimated by the PLS-SEM method. Paths with large values reect
strong inuence, while paths with tiny values reect a weak impact. If
the t-statistic is >1.96 at 95% condence level, the hypothesis is
signicant (Hair et al., 2019). ese results were achieved with
SmartPLS bootstrapping. Using a 0.05 p-value as the decision
reference, the following Table5 presents the hypothesis analysis with
beta value, means, standard deviations, t-values, and p-values.
Some of the variables identied as a direct or mediated inuence
within this structural equation model include culture, family support,
entrepreneurial qualities, self-ecacy, social capital, company success,
and happiness regarding work-life balance. Independent variables in a
direct impact showing an association with their dependent variables
presented the following: cultural, family supportive, and entrepreneurial
trait variables (CLT, FMS, ETT) all pathways presented p < 0.05 and
thus were found to beassociated statistically. is means that the three
variables directly aect business success, work-life balance satisfaction,
social capital, and self-ecacy. Two paths, FMS → SEF → BCS and
FMS → SEF → WLB, had p values of more than 0.05 on the mediation
eects, and thus the mediation eects were not statistically signicant.
at said, self-ecacy may not bea dependable forecaster of both
business performance and work-life balance satisfaction.
5 Discussion
e results of this analysis provide evidence for the complex
relationships between entrepreneurial ventures and culture, family
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TABLE1 Measurement.
Variable Items Code Source
Culture In my culture, it is important to respect authority gures such as parents, teachers, and bosses. CLT.1 Hofstede (2009) and Migon
Favaretto etal. (2019)
In my culture, there is a strong emphasis on planning and preparation to minimize uncertainty. CLT.2
In my culture, people are expected to prioritize the needs of the group over their individual desires. CLT.3
In my culture, assertiveness and competitiveness are traits that are highly valued in men. CLT.4
In my culture, nurturing and caring behaviors are equally valued in both men and women. CLT.5
Immediate gratication is prioritized over long-term benets in my culture. CLT.6
People in my culture believe in controlling their desires and impulses for the greater good CLT.7
Family support I feel comfortable discussing my feelings and emotions with my family members. FMS.1 Holland and Oliver (1992),
Torres and Marshall (2015),
and Joseph (2022)
My family is willing to provide nancial assistance to me in times of need. FMS.2
My family is proactive in oering practical assistance whenever necessary FMS.3
I can leverage my family’s social connections to access opportunities or resources. FMS.4
My family members are skilled at resolving conicts in a constructive and respectful manner. FMS.5
Entrepreneurial
trait
I amalways eager to try new things and explore innovative ideas. ET T. 1 Toma etal. (2014) and
Nambisan (2017)
I amdiligent and detail-oriented when it comes to completing tasks and achieving goals. ET T.2
I feel energized and motivated when interacting with others, and Iactively seek out networking opportunities. ET T. 3
I value collaboration and teamwork, and Istrive to maintain positive relationships with others in my
professional endeavors.
ET T. 4
I tend to stay calm and composed even in stressful situations, allowing me to make rational decisions. ET T. 5
Self-ecacy I believe that Iamcapable of achieving high grades in my academic pursuits. SEF.1 Hvalič-Touzery etal. (2022),
Karvonen etal. (2023),
Maghroh etal. (2023),
Poluektova etal. (2023), and
Sehlström etal. (2023)
I amcondent that Ican eectively manage my study time and resources to achieve academic success. SEF.2
I amcondent in my ability to maintain a regular exercise routine and improve my physical health. SEF.3
Social capital I amattentive to social dynamics and cues in various social situations, which helps me navigate relationships
eectively.
SCP.1 Purba etal. (2022) and
Nugraha etal. (2020)
I actively engage in community events, gatherings, and activities to connect with others and contribute to the
community.
SCP.2
I trust the people in my social network to provide support, guidance, and assistance when needed. SCP.3
I amwilling to oer help and support to others in my social network, expecting that they will reciprocate
when Ineed assistance.
SCP.4
Business
success
I measure business success by the consistent growth in revenue over time. BSC.1 Dimitropoulos and Scafarto
(2021), Jylhä etal. (2020),
and Prentice (2022)
Maintaining a healthy prot margin is crucial for assessing the success of my business. BSC.2
I consider the return on investment (ROI) to bea critical metric for evaluating the success of business
initiatives.
BSC.3
A steady and positive cash ow is indicative of a successful and sustainable business. BSC.4
Building long-term relationships with satised customers is crucial for the sustained success of my business. BSC.5
I prioritize creating a positive work environment that fosters employee satisfaction and engagement. BSC.6
Maintaining a strong and positive brand reputation is essential for the success and longevity of my business. BSC.7
Work life
balance
I feel that Ihave a good balance between the time Idedicate to work and the time Iallocate for personal
activities.
WLB.1 Vyas (2022) and Susanto
etal. (2022)
My work-life balance positively impacts my stress levels, allowing me to manage challenges eectively. WLB.2
I prioritize both my physical and mental health, and Ibelieve that maintaining a good work-life balance
contributes to my overall wellbeing.
WLB.3
I amsatised with my overall quality of life, which includes factors such as work, relationships, and personal
pursuits.
WLB.4
Source: literature review.
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TABLE2 PLS requirements test.
Variable Item OL CR CA AVE VIF
Culture CLT.1
CLT.2
CLT.3
CLT.4
CLT.5
CLT.6
CLT.7
0.801
0.792
0.851
0.811
0.901
0.812
0.785
0.899 0.788 0.765 2.450
2.854
2.678
3.876
2.989
2.001
2.984
Family support FMS.1
FMS.2
FMS.3
FMS.4
FMS.5
0.872
0.914
0.845
0.822
0.915
0.922 0.893 0.789 2.006
2.854
2.650
2.448
2.206
Entrepreneurial
traits
ET T. 1
ET T. 2
ET T. 3
ET T. 4
ET T. 5
0.827
0.900
0.821
0.797
0.806
0.904 0.875 0.756 2.201
2.905
2.476
2.998
2.761
Self-ecacy SEF.1
SEF.2
SEF.3
0.901
0.896
0.791
0.885 0.894 0.876 2.000
2.903
2.875
Social capital SCP.1
SCP.2
SCP.3
SCP.4
0.899
0.806
0.864
0.871
0.900 0.900 0.865 2.523
2.980
2.880
1.069
Business success BSC.1
BSC.2
BSC.3
BSC.4
BSC.5
BSC.6
BSC.7
0.922
0.874
0.844
0.798
0.895
0.867
0.920
0.899 0.874 0.843 2.447
1.098
2.146
2.144
2.067
2.986
2.516
Work life
balance
WLB.1
WLB.2
WLB.3
WLB.4
0.899
0.925
0.876
0.988
0.871 0.883 0.795 2.045
2.051
2.751
1.004
Source: data analysis result, 2024.
support, entrepreneurial traits, self-ecacy, social capital, business
success, and work-life balance satisfaction. e study contributes to a
better understanding of the holistic environment in which
entrepreneurs operate by explaining the direct and mediating impacts
of various variables through diverse lenses.
e important direct impacts that have been noted highlight the
critical role of culture, family support and entrepreneurial characteristics
in inuencing various entrepreneurial outcomes. As a ubiquitous force,
culture inuences entrepreneurs’ social interactions and self-perceptions
in addition to their attitudes and behaviors especially in Indonesia, this
is in line with (Gah etal., 2020; Nasihin and Munandar, 2023). Family
support is the cornerstone that creates a favorable atmosphere for
entrepreneurial ventures, and entrepreneurial qualities act as the spark
that drives people to reach for new possibilities and overcome the
obstacles that come with being an entrepreneur would bea momentum
in the increase of female entrepreneurs in Indonesia. ese elements
have a major impact on work-life balance happiness, self-ecacy, social
capital, and business performance. ey are also important in driving
general wellbeing and entrepreneurial success (Kadiyono and Yuliatri,
2023; Anggadwita etal., 2017).
e results of this study complement and extend previous
research across a number of important domains related to
organizational behavior and entrepreneurship. First, previous
research has demonstrated the importance of these variables in
inuencing entrepreneurial behavior and success (Susanto etal.,
2022; Opatrná and Prochazka, 2023). ese ndings are consistent
with the signicant direct eects that have been observed between
culture, family support, entrepreneurial traits, and various outcome
variables, such as. Our ndings, which are in line with previous
research (Shunmugasundaram, 2022; Siddiqui etal., 2018; Obianefo
etal., 2020), highlight the impact of cultural norms, family dynamics,
and personal traits on entrepreneurial condence, social capital, rm
prosperity, and satisfaction with work-life balance.
Moreover, investigating mediation eects reveals the intricate
mechanisms by which these factors inuence each other. ere were
some discrepancies although most of the mediated relationships
showed statistical signicance, especially in the paths involving self-
ecacy and family support. e insignicant mediation eects
highlight the complexity of the relationship between entrepreneurial
outcomes and family support, implying that self-ecacy may not
bethe sole mediator between family support and business success
and work-life balance satisfaction (Drnovšek etal., 2024; Agraz-
Boeneker and del, 2018). is sophisticated view motivates
researchers to take into account the interactions between individual
traits, family dynamics, and the larger socio-cultural environment to
conduct a deeper investigation into the contextual elements and
mechanisms behind this relationship (Prieto-Díeza et al., 2022;
Keister etal., 2021).
Moreover, the investigation of mediation eects adds subtlety to
our understanding of the mechanisms through which these factors
function, which is reinforced by ndings from previous studies (Gah
et al., 2020; Keister et al., 2021) that examined the mediating
functions of social capital and self-ecacy in the relationships
between dierent entrepreneurial antecedents and outcomes.
However, the nding of insignicant mediating eects- especially in
terms of self-ecacy and family support- extends previous ndings
by emphasizing how complex these relationships are and pointing to
potential boundary conditions or moderators that require
more research.
In addition to the inuence of entrepreneurial variables on people’s
views of work-life balance satisfaction, our ndings add to the growing
literature on work-life balance and wellbeing such as (Sari etal., 2021;
Rahmi etal., 2022). is highlights the need to consider contextual and
personal aspects to understand and promote work-life balance among
entrepreneurs and is consistent with the increasing recognition of the
importance of work-life balance in the context of entrepreneurship
(Schiller, 2023; Ng’ora etal., 2022; Samodra etal., 2022).
5.1 Theoretical contribution
In sever of ways, this study signicantly advances the theoretical
groundwork for organizational behavior and entrepreneurship. It
begins by presenting a cohesive framework that integrates dierent
theoretical stances from the elds of cultural studies, organizational
Kurniawan et al. 10.3389/fsoc.2025.1513345
Frontiers in Sociology 10 frontiersin.org
behavior, and entrepreneurship. An extensive explanation of the
entrepreneurial ecosystem is provided by this framework, which
explains the linkages between culture, family support, entrepreneurial
qualities, self-ecacy, social capital, business success, and work-life
balance satisfaction. Second, by performing multilevel analyses, our
research expands theoretical understanding beyond the level of the
individual. Wehighlight the signicance of taking into account both
micro-level characteristics and macro-level inuences in inuencing
entrepreneurial behavior and success by examining the direct and
mediated eects of individual, family, and culture factors on
entrepreneurial outcomes. ird, by identifying pathways including
self-ecacy, social capital, and happiness with work-life balance, this
study contributes to theoretical understanding by shedding light on
the mediating mechanisms via which cultural, familial, and individual
factors eect entrepreneurial success. Furthermore, by highlighting
the complex relationships between contextual variables and
entrepreneurial outcomes, our research highlights the signicance of
contextual sensitivity in entrepreneurship theory. e discovery of
negligible mediation eects on specic pathways, in turn, draws
attention to the presence of border conditions or moderators that
aect the link between variables and calls for more research into the
contextual elements that moderate these eects. When taken as a
whole, these theoretical discoveries deepen our comprehension of the
complexity present in entrepreneurship and serve as a foundation for
further theoretical growth and empirical research.
5.2 Practical implications
ese ndings have practical consequences for policymakers,
educators, and practitioners who encourage entrepreneurial
endeavors, beyond the realm of academia. Stakeholders can create
focused interventions and activities that improve synergy between
individual traits, family support networks, and cultural environments
by acknowledging the complex nature of entrepreneurial success and
wellbeing. Furthermore, these revelations highlight the signicance of
adopting a comprehensive strategy that acknowledges the interaction
of individual, societal, and environmental elements in promoting the
development and resilience of entrepreneurs.
6 Conclusion
To sum up, this study advances our knowledge of the intricate
relationships that underpin the prosperity and success of
entrepreneurs. is research advances theoretical understanding and
practical implications by clarifying the direct and intermediary
pathways through which culture, family support, entrepreneurial
traits, and other factors inuence entrepreneurial outcomes. is
opens the door to more comprehensive and successful support
systems for entrepreneurs in a variety of contexts.
is study’s limitations include its dependence on cross-sectional
data, which may make it more dicult to establish causal links, and
its absence of several important variables that could have an impact
on entrepreneurial outcomes. Self-reported measures have the
potential to introduce bias, and the results’ generalizability is
constrained by the sample’s lack of variety. To address these limitations,
future research should consider longitudinal designs to track changes
over time and uncover causal relationships between variables. Such
studies could investigate how entrepreneurial qualities evolve and
interact with external factors, such as policy changes or economic
cycles. Furthermore, examining underlying mechanisms such as the
role of emotional intelligence, leadership styles, or gendered
TABLE3 Discriminant validity and inner VIF values.
Variable CLT FMS BSC SEF ETT SCP WLB
Discriminant validity
Culture
Family support 0.562
Entrepreneurial traits 0.341 0.312
Self-ecacy 0.461 0.500 0.368
Social capital 0.718 0.272 0.383 0.165
Business success 0.626 0. 381 0.266 0.570 0.603
Work life balance 0.656 0.619 0.185 0.283 0.400 0.605
Inner VIF
Culture 2.216 2.095 2.004 2.045
Family support 1.528 1.988 1.769 2.007
Entrepreneurial traits 2.433 2.901 2.901 1.984
Self-ecacy 3.012 2.013
Social capital 4.127 2.264
Source: data analysis result, 2024.
TABLE4 Model fit criteria.
Saturated model Estimated model
SRMR 0.038 0.035
d_ULS 0.462 0.518
d_G 0.394 0.397
Chi-square 2794.183 2852.133
NFI 0.803 0.827
Source: data analysis result, 2024.
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experiences in entrepreneurship would deepen our understanding of
how various factors collectively inuence success.
Data availability statement
e original contributions presented in the study are included in
the article/supplementary material, further inquiries can bedirected
to the corresponding author.
Ethics statement
e studies involving humans were approved by Nusa Putra
University’s Research and Community Service Institute Ethics
Committee. e studies were conducted in accordance with the local
legislation and institutional requirements. e participants provided
their written informed consent to participate in this study.
Author contributions
Kurniawan: Conceptualization, Funding acquisition, Resources,
Supervision, Validation, Writing– review & editing. RP: Formal analysis,
Investigation, Methodology, Project administration, Resources, Soware,
Visualization, Writing– original dra. AM: Conceptualization, Funding
acquisition, Investigation, Resources, Supervision, Validation, Writing–
review & editing. RM: Visualization, Validation, Writing– original dra,
Writing – review & editing. DB: Data curation, Formal analysis,
Visualization, Writing– review & editing. Supriandi: Data curation, Formal
analysis, Methodology, Soware, Visualization, Writing– original dra.
Funding
e author(s) declare that no nancial support was received for
the research, authorship, and/or publication of this article.
Conflict of interest
e authors declare that the research was conducted in the
absence of any commercial or nancial relationships that could
beconstrued as a potential conict of interest.
Generative AI statement
e author(s) declare that no Gen AI was used in the creation of
this manuscript.
TABLE5 Structural model test result.
Path Coecient T-value p-value Hypothesis checking
Direct eect
CLT → SEF 0.184 0.778 0.037 Accepted
CLT → SCP 0.208 1.896 0.041 Accepted
CLT → BCS 0.307 3.089 0.002 Accepted
CLT → WLB 0.325 1.340 0.023 Accepted
FMS → SEF 0.452 4.157 0.001 Accepted
FMS → SCP 0.423 2.036 0.037 Accepted
FMS → BCS 0.127 1.131 0.041 Accepted
FMS → WLB 0.268 1.188 0.031 Accepted
ETT → SEF 0.113 2.584 0.010 Accepted
ETT → SCP 0.407 2.220 0.027 Accepted
ETT → BCS 0.501 2.755 0.006 Accepted
ETT → WLB 0.372 4.994 0.001 Accepted
SEF → BCS 0.201 1.451 0.047 Accepted
SEF → WLB 0.556 2.158 0.031 Accepted
SCP → BCS 0.102 0.523 0.041 Accepted
SCP → WLB 0.295 3.719 0.001 Accepted
Indirect eect
CLT → SCP → BCS 0.707 3.089 0.002 Accepted
FMS → SEF → BCS 0.208 1.896 0.058 Not Signicant
FMS → SEF → WLB 0.325 1.340 0.181 Not Signicant
ETT → SEF → BCS 0.613 2.584 0.010 Accepted
ETT → SEF → WLB 0.407 2.220 0.027 Accepted
Source: data analysis result, 2024.
Kurniawan et al. 10.3389/fsoc.2025.1513345
Frontiers in Sociology 12 frontiersin.org
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