This longitudinal, qualitative case study examines trust-building processes and learning outcomes among entrepreneurs who participated in formal networks designed to develop competence and knowledge. This study is built on rich data collected through observation and video recordings made during network meetings and get-togethers. Additional data was gleaned from personal interviews with participating entrepreneurs. All data sources reveal on how trust develops and how entrepreneurs can use networks to learn and improve their capacity to exploit business opportunities. Studying how trust is built over time among entrepreneurs who demonstrate a low level of trust when they join the network, this study provides insights into micro-processes and important components of building trust. Findings suggest three processes that build commitment, companionship, and competence trust. Moreover, acknowledging the notion of social learning, the findings suggest that when entrepreneurs build trust with one another they can experience cognitive,
The purpose of this study is to explore differences between habitual entrepreneurs (serial and portfolio entrepreneurs) and novices in terms of their passion for entrepreneurial activities.Using the Dualistic Model of Passion (DMP) as a conceptual framework, we test our hypotheses using a random sample of entrepreneurs who registered a limited company in 2008. Results of logistic regression analyses showed that habitual entrepreneurs experience extra high passion for entrepreneurial activity. Of the two passion dimensions proposed in the DMP-harmonious passion and obsessive passion-the obsessive component is, however, particularly evident among habitual entrepreneurs. A closer analysis, comparing novice, serial, and portfolio entrepreneurship, suggests that portfolio entrepreneurs score highest on the harmonious dimension of passion.
This conceptual paper extends research on the downsides of developing trust to partners in interorganizational relationships. The idea developed captures that, although interorganizational trust generates benefits, a parallel process also produces undesired rigidities. Firms' flexibility in meeting a changing environment may thus be hampered rather than enabled by the created interorganizational relationship. First, we theorize on the micro-processes of how and why such rigidities develop already at low levels of trust and accumulate in parallel to the positive trust effects as trust builds stronger over time. Second, we propose that the trust dysfunctions can be distinguished and moderated separately from trust benefits. In doing so, we identify and discuss the moderating potential of a set of handling tactics when trust develops rigidities in the relationship: competing, accommodating, avoiding, collaborating and compromising tactics. We discuss implications in relation to research on trust, inertia and interorganizational governance.
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