entrepreneurial self-efficacy for business performance efficiency. A questionnaire was used to collect data from a

sample group, which was 500 new entrepreneurs who registered their businesses for both service businesses and

manufacturing businesses. The data was analyzed using descriptive statistics, inferential statistics, and multiple

linear regression. The findings revealed that the entrepreneurs focused on all the valuables at a high level, as

follows: 1) business performance (X

revealed that the model was proved by congruence evaluation criteria including Chi-square probability level value

Thailand’s economy has been challenged by the

COVID-19 pandemic since 2020. The Thai economy

has been constantly affected by the situation, [1], and

the report of the Office of Small and Medium

Enterprises Promotion, [2], revealed that in the third

quarter of the year 2021, the gross domestic product

(GDP) shrank by 0.3 percent, especially non-

their competency. It is believed that SMEs are a key

mechanism to solving a poverty issue, creating job

opportunities, boosting income, and increasing

success of small and medium enterprises is an

organizational leader or entrepreneur, especially the

one who is new to the SMEs, [8], [9]. However, the

organizational leader or entrepreneur must set

strategic direction, and drive the organization to its

goals, [10]. The operators must adapt themselves to

their consumer behavior, such as social distancing

which impacts business performance, [11], as well as

constantly challenging circumstances, [12], [13].

Therefore, business operators must possess

from the entrepreneur’s intention, Moreover, there is

another key factor the executive must require, i.e.

entrepreneurial self-efficacy, [18], [19]. All the

factors mentioned above can lead organizations to

success, [12], [20], [21]. However, what if these

factors were studied through entrepreneurial

orientation as a mediator? This motivated the

researchers to study entrepreneurial orientation as a

mediator between entrepreneurial attitude and

entrepreneurial self-efficacy for organizational

performance;

entrepreneur as a mediator between entrepreneurial

attitude and entrepreneurial self-efficacy for

organizational efficiency.

tension to do new businesses, [12]. Thus,

entrepreneurial orientation affects strategic decision-

making and organizational growth and achievement,

important variable of preference in the studies of

entrepreneurs, [30]. In [36], the author interestingly

explained that the entrepreneurial orientation

measurement of all five dimensions can be freely

changed based on organizational and environmental

characteristics.

Organizational efficiency is assigned as a success

package after it has already been implemented, [37].

However, organizational efficiency is considered a

efficiency, so they introduced a measurement device

named the "balanced scorecard (BSC)" to make the

organizational efficiency measurement balanced for

both financial and non-financial outcomes. The

researcher implemented the balanced scorecard

(BSC) with a financial perspective, a customer

perspective, an internal business perspective, and

learning and growth to measure the business's

efficiency.

A lot of factors are learned through a literature

using AMOS. The evaluating criteria for the data-

model fit comprised 4 values: 1) the Chi-square

probability was higher than 0.05, 2) the conformity

index was higher than 0.90, and 3) the root index of

the squared mean of the error estimation was less

than 0.08, [52].

attitude revealed that the entrepreneurs overall

weighed all the components at a high level, with a

mean of 4.14. When considering each aspect, it was

follows:

The entrepreneurial attitude (ET) was measured

by two observed variables in descending order based

on the standardized weighting scale as follows: the

standardized weighting scale of being an

entrepreneur with a chance to exhibit or meet his/her

ability challenges were 0 . 7 2 , and the standardized

weighting scale of preferring the entrepreneurship

career to other occupations was of 0.56.

The entrepreneurial self-efficacy (SE) was

entrepreneurial competency in implementing

creativity and innovation for work performance

efficiency was 0.71.

The entrepreneurial orientation (EOR) was

measured by four observed variables in descending

order based on the standardized weighting scale as

follows: the standardized weighting scale of

encouraging employees and teamwork to present

their creativity and innovation for work performance

efficiency was 0.76; the standardized weighting scale

commitment was 0 .7 1 ; the standardized weighting

scale of successful entrepreneurship with the

standardized weighting scale of good

entrepreneurship with trying new ways of doing

things and solving problems was 0.68.

Business performance efficiency (BPF) was

measured by three observed variables in descending

order based on the standardized weighting scale as

follows: the standardized weighting scale of

monitoring operational systems was 0 . 7 5 ; the

standardized weighting scale of systematic and

changeable planning of work performance in advance

highest level, followed by entrepreneurial attitude,

and entrepreneurial self-efficacy variables supporting

the business performance efficiency, respectively.

directly influences entrepreneurial orientation, 3)

Entrepreneurial self-efficacy directly influences

entrepreneurial orientation, 4) Entrepreneurial self-

efficacy directly influences business performance

efficiency, and 5) Entrepreneurial orientation

variable directly influences business performance

efficiency.

successful in what they are intentionally doing.

Similarly, entrepreneurs with a positive attitude

toward their jobs often get ready for high job

performance efficiency to complete their challenging

of -0.17. This indicated that the higher self-

efficiency an entrepreneur possesses, the lower the

business performance the entrepreneur gets.

However, from the literature review, it showed

something contrary to this. The study entitled

“Understanding Early-stage Firm Performance: the

Explanatory Role of Individual and Firm Level

Factors” of [19], stated that the entrepreneurial self-

efficiency variable directly influenced the business

performance efficiency variable at the statistically

and the organizational competency level will be high

according to individual self-efficiency, secondly,

self-efficiency is about challenging responsibility

because it can help an individual participate in the

outcomes needed and work well or better than they

expect. For this study, the researchers noticed the

main result of the study that the higher self-

efficiency an entrepreneur possesses, the lower the

business performance the entrepreneur gets. This is

because some entrepreneurs may start their

help entrepreneurs decide to do things by themselves

faster and on time. However, if the business is

is difficult to decide to do things because the

partners must build a consensus, and this will

decrease their business performance.

directly influenced the business performance

variable at the statistically significant level of 0.001

with the standardized weighting scale of 0.70. This

indicated that entrepreneurs with an entrepreneurial

orientation of new knowledge acquisition,

implementation of innovation, encouragement of

systems on time, and keep customer bases and

From the results of the study, the researchers noticed

that the higher entrepreneurial self-efficacy the

operators possess, the lower their business

performance is. Therefore, the researchers provide

some recommendations for further study, as follows:

decreases business performance.

This research was funded by King Mongkut’s

University of Technology North Bangkok, Contract

no. KUMTNB-65-BASIC-17”

[1] Bank of Thailand. (2021). Economic and

[2] Office of Small and Medium Enterprises

[4] TCG: Thai Credit Guarantee Corporation.

[14] Kyal, H., Mandal, A., Kujur, F. and Guha, S.

[15] Mamun, A. A., and Fazal, S. A. (2018). Effect

[17] Hassan, H., Sade, A. B. and Rahman, M. S.

[20] Agolla, J. E., Monametsi, G. L. and Phera, P.