Studying entrepreneurial intention has long been an important topic in the field of entrepreneurship. In this paper, we investigate entrepreneurial intention by applying the theory of planned behavior by

Purpose Entrepreneurial intention is regarded as a useful and practical approach to understanding actual entrepreneurial behavior. Planned behavior has been widely applied to examine entrepreneurial intention. Nevertheless, how risk aversion affects entrepreneurial intention using the model of planned behavior is not well understood. The purpose of this paper is to develop an integrated model based on planned behavior to examine the direct and indirect effect of risk aversion on entrepreneurial intention concurrently. Design/methodology/approach The paper first uses factor analysis to study the latent constructs underlying determinants of planned behavior, risk aversion, and entrepreneurial intention. Then, it applies the technique of structural equation modeling to explore relationships among latent constructs. There are 306 survey responses collected from dental school students to run the analysis. Findings The determinants of planned behavior are positively associated with entrepreneurial intention. There is no direct relationship between risk aversion and entrepreneurial intention. Risk aversion only indirectly reduces entrepreneurial intention through determinants of planned behavior. Research limitations/implications The results of the integrated model may be constrained by the sample context of dental students. Replicating the model by using other samples with various educational backgrounds can strengthen the implication of the study. Another limitation is the weakness of the cross-sectional study design, leaving room for improvement by using longitudinal data in the future. Practical implications Risk aversion only indirectly reduces entrepreneurial intention. To establish an environment with a strong entrepreneurial intention, a focus on developing a positive attitude and strengthening entrepreneurial skills are perhaps more fruitful than lowering risk aversion. This study also suggests that non-business students may need additional business education to improve the perception of self-efficacy. Originality/value The integrated model of this paper is original. The development of the model draws support from planned behavior adjusted to the context of starting a business.

Manuscript Type: EmpiricalResearch Question/Issue: Examining how corporate boards can create a sustainable competitive advantage is an understudied area of research in corporate governance. This area of research is advanced in this study, which examines: How can boards improve the performance of their strategic tasks by using their information advantages? Research Findings/Insights: The study examines 318 responses of CEOs from survey data collected in the years 2003 and 2005 from Norway. We found differences between using diverse information and possessing diverse information. Using diverse information has a higher impact on the board's current strategic tasks performance than possessing diverse information. However, possessing diverse information is more likely to improve both the board's current and future strategic tasks performance than using diverse information. Theoretical/Academic Implications: First, this study has extended the analysis of board capital by including a dynamic dimension of using diverse information. Second, this study links a resource-based view with a perspective of information biases in a diverse group. Diverse information is valuable for improving the quality of group decision-making; however, improper use of diverse information due to information biases could reduce the quality. We thus suggest examining possible behavioral biases in using information in a diverse board, specifically through each of the three practices of open discussion, effective leadership, and active search. Practitioner/Policy Implications: Controlling sampling, repetition, and evaluation biases is necessary in a diverse board. It helps to reduce behavioral biases, and therefore ensure the quality of using diverse information. Consequently, it improves the board's current strategic tasks performance that may not necessarily be achieved by merely having a diverse board.

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