REPORT MARKETING RESEARCH DETERMINANTS OF MOTIVATION THAT MAKE ENTREPRENEURS CHOOSE CO WORKING SPACES THE CASE IN DANANG, VIETNAM

THE UNIVERSITY OF DANANG UNIVERSITY OF ECONOMICS  REPORT MARKETING RESEARCH DETERMINANTS OF MOTIVATION THAT MAKE ENTREPRENEURS CHOOSE CO-WORKING SPACES: THE CASE IN DANANG, VIETNAM Class: 41K12.3-CLC Lecturer: Bao Quoc Truong-Dinh, MBA Danang, December 2017 DETERMINANTS OF MOTIVATION THAT MAKE ENTREPRENEURS CHOOSE CO-WORKING SPACES: THE CASE IN DANANG, VIETNAM MEMBERS Hang Thi Nguyen (Leader) Anh Ngoc Quynh Nguyen My Thi My Nguyen Mi Thi Diem Le REPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAM REPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAM TABLE OF CONTENTS INTRODUCTION .3 LITERATURE REVIEW 2.1 CONCEPTS .4 2.2 RESEARCH MODEL AND HYPOTHESES METHODOLOGY 14 3.1 SAMPLE CONSIDERATION 14 3.2 DATA COLLECTION .14 3.3 ANALYTICAL CONSIDERATION .14 REFERENCES 14 REPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAM REPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAM INTRODUCTION With the popularity of sharing economy phenomenon, the number of co-working spaces has been rapidly growing over the past years More than 500,000 individuals use more than 2,000 co-working spaces worldwide (Johns and Gratton, 2013) Besides the requirement of human resources, entrepreneurs also need a physical environment where creativity, innovation can flourish (Anita Fuzi, 2015) Successful entrepreneurial behavior is also supported by a strong and diverse knowledge base, well-developed business and social networks, and an ability to identify opportunities (Lee, Florida, & Acs, 2004) The shared-workspace model are designed to encourage collaboration, creativity, idea sharing, networking, socializing, and generating new business opportunities for small firms, start-ups and freelancers (Anita Fuzi, 2015) Compared to project teams or virtual teams in the often rigid hierarchies of established firms (Chesbrough and Teece 1996; Pawar and Sharifi 1997) co-working users can more flexibly choose teams and work processes It is estimated that the number of entrepreneurs and start-up companies in Vietnam are increasing substantially More than 1,500 startups have come in to play Many coworking spaces appear in Hanoi and Ho Chi Minh city These workspaces offer startups and entrepreneurs office communities, tele-centers, telework, virtual work, virtual teams, incubators, and communities of practices but specifically offers a crosssectoral working community with more flexibility, autonomy, and opportunities for social interaction (Anita Fuzi, 2015) Nevertheless, co-working spaces are still relatively new and not well-established in Danang, which is one of potential city that entrepreneurs choose to start their businesses We concern whether these workplaces not meet needs and requirements to support entrepreneurial activities or entrepreneurs not know how these spaces actually work There is neither not much knowledge about why entrepreneurs engage in co-working spaces nor why some of them are still hesitant to participate in this type of workspace In fact, previous research only focuses on isolated determinants, instead of assessing them and their relative strengths holistically by using quantitative methods In addition, many research contributions not explicitly differentiate between various forms of services and industries in the sharing economy as well as their scope in Eastern nations such as Vietnam Recent empirical research also not consider the role of working inspiration and networking as determinants of motivation that make entrepreneurs choose co-working spaces To response to these research gaps, this paper aims to answer the following research questions: RQ1: What are determinants of motivation that make entrepreneurs choose in co-working spaces in Danang city? RQ2: What are the most important determinants that make entrepreneurs choose co-working spaces in Danang city? The findings from this research will support co-working space providers engaged in the management of co-working spaces services in different industries and locations to REPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAM REPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAM understand the reasons of usage With this knowledge, they will be able to offer better working environments that meet the needs of co-workers, especially entrepreneurs LITERATURE REVIEW 2.1 CONCEPTS Sharing economy Driven by technological (Belk, 2014; Oskam and Boswijk, 2016), economical (Hartlet al.2016; Moehlmann 2015), and environmental (Cohen and Kietzmann, 2014; Hamari et al.2015) considerations, people increasingly participate in collaborative consumption system to exchange goods and services in the internet (Belk, 2014) This system enhances the capacity of utilization and increases the environmental sustainability Cohen and Kietzmann (2014) describe the sharing economy as a system where people share underutilized resources in peer-to-peer networks The sharing economy includes “peer-to-peer-based activities of obtaining, giving, or sharing the access to goods and services, coordinated through community-based online services” (Hamari et al.2015, p 1) The sharing economy relates to the perceived value of ownership Consumers enjoy goods and services only when they are required or desired without obtaining ownership and the involved obligations (Belk, 2014) The sharing economy estimated to be worth 100 billion USD in 2010 (Lamberton and Rose, 2012) and serves a range of business areas such as food, accommodation, traffic, entertainment media (Hartl et al.2016) The business areas traffic and accommodation offer sharing economy show cases For example, shared mobility offers economic and environmental advantages, as the total number of cars and the produced emissions are reduced (Cohen and Kietzmann, 2014) Another prominent example is Airbnb, a web-based network that enables peer-to-peer accommodation sharing Airbnb can directly compete with traditional hotels, leading to decreasing occupancy and turnover while users can profit from declining prices (Oskam and Boswijk, 2016) The trend of sharing also facilitates collaborative creation (co-creation) of goods and services Customers become part of the value creation (Oskam and Boswijk 2016) Prahalad and Ramaswamy (2004) noted co-creation as new source of competitive advantage as the direct interactions between firms and their customers have the potential to create unique experiences Crowdsourcing refers to the participative completion of a task against some kind of economic or psychological compensation (Estelles-Arolas and Gonzalez-Ladron-de-Guevara, 2012) Self-organizing crowds not even need focal firms for value creation Instead, communities with motivated and creative members offer support for ideas and innovations (Franke and Shah, 2003) However, using the wisdom of the crowd for co-creation is not limited to a virtual environment Co-creation activities can be transferred to real settings (Schopfel et al 2015) For example, the website Meetup (http://meetup.com) enables internet groups, the crowd, to organize meetings in the real world Bilandzic and Foth (2013) highlight REPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAM REPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAM that Meetup enables motivated, often highly creative and skilled individuals, groups and crowds to meet and collaborate on specific tasks These groups need a suitable place with appropriate infrastructure and equipment to support the completion of tasks Public libraries as well as co-working spaces can host such groups It is unclear how such spaces should be set up, how the inherent communities work, and which business models suit the users and providers of coworking-spaces (Franke and Shah, 2003; Frankenberger et al 2013; Gandini, 2015) Entrepreneur Entrepreneurs is someone who exercises initiative by organizing a venture to take benefit of an opportunity and, as the decision maker, decides what, how, and how much of a good or service will be produced He or she could be sole proprietor, a partner, or the one who owns the majority of shares in an incorporated venture An entrepreneur supplies risk capital as a risk taker, and monitors and controls the business activities (Business Dictionary) Entrepreneurs play a key role in any economy These people have the necessary skills to anticipate current and future needs that can bring new ideas to market Entrepreneurs prove to be successful in taking on the risks of a startup are rewarded with profits, fame and continued growth opportunities (Black, Ervin L et al 2010.) The entrepreneur assumes all the risks and rewards of the venture and is usually the sole proprietary, a partner or the owner of the majority of shares in an incorporated venture As the main decision maker the entrepreneur monitors and controls the business activities According to economist Joseph Alois Schumpeter (1883-1950), entrepreneurs are not necessarily motivated by profit but regard it as a standard for measuring achievement or success Three thinkers were central to the inclusion of entrepreneurs: Joseph Schumpeter, Frank Knight and Israel Kirzner Schumpeter suggested that entrepreneurs – not just companies – were responsible for the creation of new things in the search of profit Knight focused on entrepreneurs as the bearers of uncertainty and believed they were responsible for risk premiums in financial markets Kirzner thought of entrepreneurship as a process that led to discovery What is co-working space? Co-working spaces are shared workplaces for freelancers and workers working in various industries These spaces can be seen as office-renting facilities where people such things like a desk and a wifi connection More importantly, these places also encourage independent professionals live their daily routines side-by-side with professional peers from the same sector to share knowledge, ideas and allow them to enhance collaborations and synergies (Gandini, 2015) The first co-working space originates in 2005 in San Francisco It brought the possibility of envisaging a ‘third way’ of working, halfway between a new work style REPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAM major antecedent to satisfaction and also the intention to use this service again (Cronin and Taylor, 1992; Fornell et al., 1996) This relationship has been confirmed by various empirical studies In the context of the sharing economy, a user of co-working spaces might be more likely to use the service again after having positive experience with the customer service This leads to the following hypotheses: H5.0: Service quality has a positive impact on the likelihood of choosing co – working spaces of entrepreneurs Trend Affinity As applicable for many trends, participating users can primarily be found among generation Y, a relatively young age group (Frost and Sullivan, 2010) The act of consumption is connected to a user’s social identity and elicits a positive feeling (Moeller and Wittkowski, 2010) In fact, Moeller and Wittkowski (2010) found that consumers who seek to use trendy products were more likely to prefer sharing over ownership This leads to the following hypotheses: H6.0: Trend affinity has a positive impact on the likelihood of choosing co – working spaces of entrepreneurs Networking Co-working spaces is a superclass that encompasses the good-neighbors and goodpartners configurations as well as other possible configurations that similarly attempt to network activities within a given space (Spinuzzi, 2012) Networking is contacting and communicating with relevant person via a network of associates (Andrew Churches, 2008) This would help users add more relationships and enhance the possibility of finding potential opportunities H7.0: Networking has a positive impact on the likelihood of choosing co – working spaces of entrepreneurs Working Inspiration Co-working spaces represent knowledge communities embedded in their local environment Many co-working spaces are founded by entrepreneurs living in the same district where the co-working spaces are located Co-working spaces are open to the public and they are commonly organize events and projects for neighbors and local organizations Co-working spaces also can be perceived as spaces where different communities meet Each space attracts people with different interests but the daily interaction between the “coworker” community and the “maker” community is the source of inspiration and novelty for both (Ignasi Capdevila, 2013) H8.0: Working inspiration has a positive impact on the likelihood of choosing co – working spaces of entrepreneurs Trust REPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAM REPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO WORKING.SPACES.THE.CASE.IN.DANANG VIETNAMREPORT.MARKETING.RESEARCH.DETERMINANTS.OF.MOTIVATION.THAT.MAKE.ENTREPRENEURS.CHOOSE.CO.WORKING.SPACES.THE.CASE.IN.DANANG VIETNAM Trust is illustrated as the ninth component in the model Ostrom (1990) delineates several design principles for common pool resource institutions, which can be interpreted as institutional structures that build trust (Slee, 2013) In her later work, Ostrom emphasized trust and reciprocity to be a core variable explaining why individuals tend to cooperate with each other (Cox et al., 2009) Likewise, in the “commitment–trust theory of relationship marketing” Morgan and Hunt (1994) theorize that trust is one major predictor of cooperative activity (Morgan and Hunt, 1994:26) Based on this background, it is hypothesized that H9.0: Trust has a positive impact on the likelihood of choosing co – working spaces of entrepreneurs METHODOLOGY 3.1 SAMPLE CONSIDERATION According to Hair, Joseph F., et al (2014), at least 350 questionnaires must be completed to keep factors with factor loading from 0.3 (in exploratory factors analysis step which will be mentioned in chapter 3.3) Thus, more than 350 entrepreneurs who are taking part in co-working spaces will be surveyed Each questionnaire includes 46 questions using 5-point likert scales (1 = strongly disagree; = strongly agree), corresponding 46 items of the model Hexagon, Da Nang Coworking Space, Enouvo Space and The HUB Da Nang are the four big co-working spaces that we choose to distribute questionnaires 3.2 DATA COLLECTION Authors will bring questionnaires to those co-working spaces above and survey entrepreneurs in February and March 2018 In the first places, we will ask the permission of co-working spaces provider/owner with a promise to give them good recommend so that they can meet the needs and requirements of co-workers 3.3 ANALYTICAL CONSIDERATION To test these hypothesis, we use the quantitative research method The model is constructed by combining items from other models (Juho Hamari, Sjoklint, and Antti Ukkonen (2016); Mereike Mohlmann (2015)) and constructing new factors with new items Therefore, in the first step, we will conduct The Exploratory Factor Analysis (EFA) to identify the underlying relationships between measured variables The Exploratory Factor Analysis (EFA) allows us to evaluate two important values of a scale, which are convergent value and discriminant value It is an interdependence technique, so there are no independent variables and variables relying on correlation between variables EFA is used to abbreviate a set of observation variables into a set F (F 0.3 is considered to be the minimum Factor loading > 0.4 is considered important Factor loading > 0.5 is considered to be practical The condition for exploratory factor analysis is to satisfy the following requirements: Factor loading factor > 0.5 0.5 ≤ KMO ≤ 1: The KMO (Kaiser-Meyer-Olkin) coefficient is an index used to determine the suitability of factor analysis Large KMO values have factorial analysis as appropriate Bartlett's test is statistically significant (Sig