The Effect Of Attitude Toward Entrepreneurship And Social Norms On Entrepreneurial Intention With Self-Efficacy  As A Moderator Variable

Eli Nuraliyana; Iskandar Iskandar; Entin  Jumantini

doi:10.63922/ijebir.v5i05.6285

Eli Nuraliyana Universitas Kuningan, Kuningan, Indonesia
Iskandar Iskandar Universitas Kuningan, Kuningan, Indonesia
Entin Jumantini Universitas Kuningan, Kuningan, Indonesia

DOI: https://doi.org/10.63922/ijebir.v5i05.6285

Keywords: Attitudes towards entrepreneurship, social norms, entrepreneurial intentions, self-efficacy.

Abstract

This study aims to analyze the influence of attitudes towards entrepreneurship and social norms on entrepreneurial intentions with self-efficacy as a moderating variable in class XII students of State Vocational High Schools in the northern region of Kuningan Regency in the 2024/2025 academic year. The main problem raised is the still low entrepreneurial intentions even though students have been equipped with entrepreneurship subjects. This study uses a quantitative approach with a survey method. Sampling was carried out by purposive sampling and data collection was carried out by distributing questionnaires to students. Data analysis used Moderated Regression Analysis (MRA). The results of the study show that: (1) attitudes towards entrepreneurship have a positive and significant effect on entrepreneurial intentions, (2) social norms have a positive and significant effect on entrepreneurial intentions, (3) self-efficacy has a positive effect on entrepreneurial intentions, (4) self-efficacy moderates the relationship between attitudes towards entrepreneurship and entrepreneurial intentions, and (5) self-efficacy also moderates the relationship between social norms and entrepreneurial intentions. These findings emphasize that higher self-efficacy strengthens the influence of attitudes and social norms on students' entrepreneurial intentions. This study offers practical implications for educational institutions in developing more effective entrepreneurship learning strategies.

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