Abstract

Smart devices provide unprecedented access to users' personal information, on which businesses capitalize to offer personalized services. Although users must grant permission before their personal information is shared, they often do so without knowing the consequences of their decision. Based on the EU General Data Protection Regulation, which mandates service providers to comprehensively inform users about the purpose and terms of personal data processing, this article examines how increased transparency regarding personal data processing practices in mobile permission requests impact users in making informed decisions. We conducted an online experiment with 307 participants to test the effect of transparency on users' decisions about and comprehension of the requested permission. The results indicate increased comprehension of data processing practices when privacy policies are transparently disclosed, whereas acceptance rates do not vary significantly. We condense our findings into principles that service providers can apply to design privacy-transparent mobile apps.

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PurposeThe authors investigate the durability of international entrepreneurial cognitions. Specifically, they examine how advanced business education and the Covid-19 pandemic influence international entrepreneurial orientation disposition (IEOD), and subsequently entrepreneurial intentions (EIs), to better understand the psychological dynamics underpinning the drivers of international entrepreneurship.Design/methodology/approachAgainst the backdrop of emerging entrepreneurial cognition and international entrepreneurial orientation research, the authors theorize that both a planned business education intervention (voluntary) and an unforeseeable radical environmental (involuntary) change constitute cognitive shocks impacting the disposition and intention to engage in entrepreneurial efforts. The authors use pre- and post-Covid-19 panel data (n = 233) and uniquely identify the idiosyncratic cognitive effects of Covid-19 through changes in the OCEAN personality assessment.FindingsFindings demonstrate that when individuals' perceived psychological impact of Covid-19 is low, business education increases IEOD. Conversely, the effects of a strongly perceived Covid-19 impact reduce the risk-taking and proactiveness components of the IEOD scale. The authors trace the same effects forward to EIs.Research limitations/implicationsThis paper contributes to a greater understanding of the resilience of entrepreneurial dispositions through an empirical test of the IEOD scale and shows its boundary conditions under planned intervention as well as unplanned externally induced shock.Practical implicationsThe study offers a first benchmark to practitioners of the malleability of international entrepreneurial dispositions and discusses the potential to encourage international entrepreneurial behaviour and the individual-level dispositional risk posed by exogenous shocks.Originality/valueThe study uniquely employs a baseline measure of all our constructs pre-Covid-19 to discern and isolate the pandemic impact on entrepreneurial dispositions and intentions, responding to recent calls for more experimental designs in entrepreneurship research.

Research Summary This article investigates the conditions under which investors preferentially evaluate fast follower business model copycats (BMCs)—less novel, imitative ventures—over novel ventures. Employing a conjoint experiment, we find that venture investors prefer fast follower BMCs when the venture team has major capability advantages in exploitation (compared to exploration). Further, we find that investors' experience reduces their preference for fast follower BMCs when the team's capability advantage is in exploitation, and reduces their preference for novel ventures when the team is strong in exploration. These findings provide important theoretical and managerial implications. Managerial Summary Business model copycats represent a popular phenomenon in the global market. Fast follower BMCs are especially influential as many of them received millions of dollars of investment, and achieved billions of dollars in evaluations, both resulting in worldwide recognition. But although fast follower BMCs have the potential to conquer any market, they are not always highly valued by investors when initiating their businesses. We investigate when this is the case and find that team exploration–exploitation capabilities influence investors' evaluation preference toward novel ventures and fast follower BMCs. If entrepreneurs are skilled in exploitation, creating a fast follower BMC venture might be a great pitch to secure investment. Yet, if entrepreneurs are mostly competitive in exploration, creating fast follower BMCs does not attract investment easily.