This article analyzes the contagion process of entrepreneurial passion and its effects on employee outcomes. We develop a mediation model showing entrepreneurs’ entrepreneurial passion affects an employee passion response, which in turn affects employee outcomes. We draw on a dual-process perspective to analyze how entrepreneurs’ emotional and identity displays interact to create employees’ perceptions of entrepreneurs’ passion, and question whether the contagion effect uniformly works for all employees. Our empirical studies, one field study and one experiment, provide empirical support for a contagion effect of entrepreneurial passion, and show the particularities of the effects of entrepreneurs’ passion on employee outcomes.

Evaluators' fit assessments are not only influenced by applicants' qualities, but also by stereotypes, especially in recruitment for high-status jobs in male-dominated fields.The unidimensional agentic stereotype of these work contexts signals agentic job and organizational requirements (stereotypically male qualities such as achievement orientation), although the actual requirements usually also include communality (stereotypically female qualities such as interpersonal skills). In five experiments, we investigate the relevance of perceived applicant agency for perceived applicant fit, the influence of recruitment material, contextual differences, and the role of applicant gender. Our findings indicate that perceived applicant agency drives perceived person-job and person-organization fit in strictly male stereotyped work contexts, regardless of gender, and agentic recruitment material enhances this effect. Contrasting different contexts (high-with low-status jobs and a maledominated with a gender-balanced and female-dominated field) revealed that the relevance of perceived agency increases with perceived job status, and the relevance of perceived communality decreases with the expected shareThis is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

This study explores how entrepreneurs develop human resources within their firms. Based on an analysis of interviews with entrepreneurs and new venture consultants, we describe entrepreneurs' human resources development (HRD) approaches. We found that entrepreneurs rely on networking and creativity, aim to leverage employees' interest and competencies, and allow cocreation by employees; current requirements and situational conditions shape entrepreneurs' HRD decisions. To elaborate on our findings, we draw on the distinction between causation and effectuation. We describe an entrepreneurial HRD process that combines both a causation‐based and an effectuation‐based HRD approach.

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