Managers' emotional displays and employees' willingness to act entrepreneurially

Brundin, Ethel; Patzelt, Holger; Shepherd, Dean A.

doi:10.1016/j.jbusvent.2006.10.009

Cited by 129 publications

(73 citation statements)

References 69 publications

(112 reference statements)

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“…While some scholars have built on the ideas from the article to offer additional theoretical contributions (e.g., Cardon, Wincent, Singh, & Drnovsek, 2009;McMullen & Shepherd, 2006), others have used a variety of empirical techniques, such as qualitative analysis (Maguire, Hardy, & Lawrence, 2004), conjoint analysis (Haynie, Shepherd, & McMullen, 2009), experiments (Brundin, Patzelt, & Shepherd, 2008), and surveys (Lechner, Dowling, & Welpe, 2006), among others.…”

mentioning

confidence: 99%

Reflections on the 2010 Amr Decade Award: Whither the Promise? Moving Forward With Entrepreneurship as a Science of the Artificial.

VENKATARAMAN¹,

SARASVATHY²,

DEW³

et al. 2012

Academy of Management Review

177

225

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mentioning

confidence: 99%

Reflections on the 2010 Amr Decade Award: Whither the Promise? Moving Forward With Entrepreneurship as a Science of the Artificial.

VENKATARAMAN¹,

SARASVATHY²,

DEW³

et al. 2012

Academy of Management Review

177

225

View full text Add to dashboard Cite

“…We find a second level of analysis on the individual intrapreneur (Pearce et al, 1997;Brundin et al, 2008;Akehurst et al, 2009;Hornsby et al, 2009;Ireland et al, 2009) which puts emphasis on the intrapreneur's individual characteristics. Recognition and support of entrepreneurs in organizations is also a part of this focal area.…”

Section: Environment Individual Organizationmentioning

confidence: 97%

Organizational Resources and Intrapreneurial Activities: A Cross-Country Study

Turró

Urbano

2012

SSRN Journal

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La sèrie Documents de treball d'economia de l'empresa presenta els avanços i resultats d'investigacions en curs que han estat presentades i discutides en aquest departament; això no obstant, les opinions són responsabilitat dels autors. El document no pot ser reproduït total ni parcialment sense el consentiment de l'autor/a o autors/res. Dirigir els comentaris i suggerències directament a l'autor/a o autors/res, a la direcció que apareix a la pàgina següent.A Working Paper in the Documents de treball d'economia de l'empresa series is intended as a mean whereby a faculty researcher's thoughts and findings may be communicated to interested readers for their comments. Nevertheless, the ideas put forwards are responsibility of the author. Accordingly a Working Paper should not be quoted nor the data referred to without the written consent of the author. Please, direct your comments and suggestions to the author, which address shows up in the next page. ORGANIZATIONAL RESOURCES AND INTRAPRENEURIAL ACTIVITIES:A CROSS-COUNTRY STUDY. ABSTRACTThe importance of entrepreneurship for social and economic growth is generally accepted. In addition, intrapreneurship or corporate entrepreneurship is recognized as one of the key elements for organizational development. In this context, corporate culture and, specifically, entrepreneurial competences are considered to be catalysts for intrapreneurship. The main purpose of this paper is to analyse the influence of resources and capabilities on the probability of becoming an intrapreneur. Using data obtained from the Global Entrepreneurship Monitor (GEM) for 39 countries, and a logistic model, the study shows that entrepreneurial resources and capabilities, such as previous entrepreneurial experience, entrepreneurial competences and the ability to detect business opportunities, influence intrapreneurial behaviour. The contributions of this research are both conceptual (advancing corporate entrepreneurship theory) and practical (relating to the design of policies to foster intrapreneurial activities).

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“…Specifically, we highlighted our study with a colleague (Brundin et al 2008) focusing on mangers' confidence, positive emotion of satisfaction, and negative emotions of frustration, worry, bewilderment, and strain and their impact on employees' willingness to act entrepreneurially; employees evaluated all these emotions as being influential for their entrepreneurial motivation. In addition, my (Holger) work with my colleagues (Breugst et al 2012) found that employees' perceptions of entrepreneurial passion influence their commitment to new ventures but differently for different types of passion: while passion for innovation and venture development increases commitment, passion for founding has a negative effect.…”

Section: Emotion and Entrepreneurial Cognitionmentioning

confidence: 99%