PurposeAlthough emerging research has linked impulsivity with the decision to start a business, scholars have yet to draw implications for later-stage entrepreneurial outcomes. Furthermore, the authors have still to derive a parsimonious profile of the multidimensional impulsivity construct which can be positively linked to the entrepreneurial context. This paper proposes and tests a model to explain how impulsivity may relate to entrepreneurial perseverance—a construct typically regarded as a pivotal later-stage entrepreneurial outcome.Design/methodology/approachData were collected from 807 owner-managers using an online survey and augmented with the novel use of longitudinal data from the central registrar of companies in South Africa. Covariance-based structural equation modeling and a D2 indexing approach for forming an entrepreneurship-prone impulsivity profile were employed.FindingsResults show that multidimensional impulsivity is significantly, but differentially, related to entrepreneurial perseverance; the perceived desirability of entrepreneurship mediates this effect for two of the four impulsivity dimensions. In particular, the authors find evidence that insufficiency of deliberation enhances, while urgency hinders, perseverance—reflected behaviorally through the filing of annual returns over a three-year period. Furthermore, the authors derive a new entrepreneurship-prone impulsivity profile which begins to suggest an intraindividual profile of impulsivity traits which may be beneficial to the entrepreneurial context.Originality/valueBy demonstrating how impulsivity impacts entrepreneurial perseverance over time, this paper advances emerging research on the relationship between impulsivity and entrepreneurship, while contributing to explaining why the perseverance decision is not simply a matter of venture pecuniary benefits and feasibility.

While entrepreneurial behaviour is generally seen to arise from a reasoned, judgement-then-action pathway, evidence of an alternative is emerging. Yet, this alternative – an unreasoned, impulse-driven pathway remains to be empirically explored. We develop a novel measure to capture this unreasoned pathway and test a mediation model explaining how multidimensional trait impulsivity impacts entrepreneurial behaviour via this pathway. Employing structural equation modelling with longitudinal survey data from owner-managers and several robustness tests, we find compelling support for our model. We demonstrate a lack of reasoning, exhibited through placing more salience on an entrepreneurial opportunity’s desirability than feasibility, as a critical pathway explaining how impulsivity encourages entrepreneurial behaviour and overcomes the inhibitory effects of uncertainty in entrepreneurial pursuits. These results advance a rapidly unfolding scholarly debate regarding whether all entrepreneurial behaviour ought to be ascribed a reasoned, intendedly rational role, the implications of which extend to theories of entrepreneurial behaviour and the inclusion of an unreasoned pathway within them.

While research has begun to identify Team Entrepreneurial Passion (TEP) and Team Entrepreneurial Competencies (TEC) as drivers of new venture team (NVT) dynamics, current literature fails to account for how these cognitive elements interact to influence team behavior, particularly throughout the nascent stages of the entrepreneurial process. Previous research has almost exclusively investigated NVT dynamics at later stages, once the NVT is established, has successfully created the venture and begun capturing value from an opportunity they have capitalized on. The purpose of this paper is to fill this void by investigating NVT behavioral dynamics throughout the nascent stages of the entrepreneurial process-from initial venture idea generation, to venture opportunity development, and ultimately action to exploit that opportunity. We conduct multiple longitudinal case studies and observations of NVTs in the food service and fintech industries as the teams progress through the nascent stages of the entrepreneurial process. Bridging three formerly disparate constructs of shared cognition, TEP, and TEC, through the lens of construal-level theory, a conceptual model -of the coherence process of NVTs is developed. Construal levels accounts for the coherence of a NVT towards shared cognition, TEP and TEC and explain how and why differences in these constructs drive varying perceptions and ultimately team behavior and performance. Case study observations illustrate our theory that differences in construal level create conflict in entrepreneurial behavior which hinders NVT performance while congruency in construal level enables NVT coherence and performance. Through construal levels, this research offers novel insights into drivers of abstract, thinking and planning-type behaviors versus concrete, doing-type behaviors. This could inform the management of distinct behavioral approaches in an NVT context. Business incubators, NVTs and

Scholars often cite an entrepreneur’s actions and their skills, know-how and entrepreneurial competencies (ECs) as the most influential factors related to the accomplishment of important venturing outcomes. Yet the joint impact of these factors on venturing accomplishments is yet to be explored. This paper aims to fill this void by empirically developing and testing a mediation model exploring three EC mechanisms by which entrepreneurial actions—specifically discovery and exploitation activities—led to the achievement of specific venturing accomplishments—namely the time to breakeven and turnover achieved. Data were collected from 1150 South African entrepreneurs using an online survey. Covariance-based structural equation modeling was used to test the hypothesized model. Results show that entrepreneurial action (EA) significantly impacts on the efficiency and effectiveness of a venture through the development of three key ECs. Furthermore, the type of action taken by entrepreneurs during the entrepreneurial process differentially influences competency development and venturing accomplishments. More specifically, opportunity discovery and exploitation activities have a varying impact on EC development, as the engagement in these distinct venture-related activities provides unique feedback for the development of appropriate behavioral scripts for specific contexts which lead to distinct venturing accomplishments. This research offers novel insights into the newly emerging scholarly conviction that engagement in the entrepreneurial process itself may affect key entrepreneurial abilities and accomplishments. In so doing, this paper builds on, and has implications for, theories of competency development and venturing performance, as well as pedagogical interventions aimed at enhancing entrepreneurship.