AbstractThe research on small business owners’ (SBOs’) retirement process has been very limited in the literature. In this commentary, we first outline SBOs’ 4 specific retirement decision options, including family succession, retire from management while maintaining ownership, independent sale, and liquidation. We then examine their unique multilevel antecedents that may shape SBOs’ retirement decisions at the individual (e.g., psychological ownership), relational (e.g., business-related family conflict and potential successor), and business (e.g., presence of business partners and business financial value) levels. Next, we explain how SBOs’ specific retirement decisions may shape their retirement adjustment in terms of both psychological and financial well-being. The overall purpose of this article is to provide a conceptual model of SBOs’ unique retirement decisions to support the understanding of SBO’s retirement process and help the literature move forward on this topic.
Helping behavior in teams consists of team member-level helping, interpersonal helping, and team helping. Research and discussions on helping behavior in teams have focused on its positive role among individuals within teams. The dyadic relationship between helpers and help recipients, the mechanism of team-level helping, and effects of varied levels of helping within teams have been absent from such research. A multi-level integrated theoretical model framework for helping behavior in teams is proposed. Furthermore, the emergence and overflow of team helping behavior and the internal psychological mechanism of negative effects could be beneficial for future.
Ambidextrous firms are those that can simultaneously manage exploitative and explorative innovation, which is why ambidexterity is key for firms that desire to pursue strategic entrepreneurship. Researchers have explored many of the reasons why some firms are more ambidextrous than others. However, little attention has been devoted to understanding how attributes of top decision makers can influence their firms' ambidexterity. By drawing on upper echelons theory and goal orientations research, we explain how firms' ambidexterity can be affected by top decision makers' motivations in achievement situations (i.e., goal orientations). Testing our hypotheses on a sample of 274 top decision makers of firms in the United States, we find that top decision makers' learning goal orientation – their desire to take risks and maximize learning–has an inverted U-shaped relationship with ambidexterity while top decision makers' performance prove goal orientation – their desire to demonstrate competence with existing skills – has a U-shaped relationship with ambidexterity. These effects are weaker for top decision makers who have greater role experience.
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