<scp>Social Interactions and Entrepreneurial Activity</scp>

Giannetti, Mariassunta; Simonov, Andrei

doi:10.1111/j.1530-9134.2009.00226.x

Cited by 107 publications

(99 citation statements)

References 55 publications

(68 reference statements)

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“…In the theory section of this study, we argue that offspring select their entrepreneurial parents as referents. However, other peers who enjoy social proximity with the students may act as alternative referents (Giannetti and Simonov 2009;Guiso et al 2015). While we were not able to replicate our model using peers' performance in entrepreneurship because of data availability, i.e., a lack of information about the entrepreneurial performance of such individuals, we still accounted for it by adding an additional control variable, i.e., (0 otherwise).…”

Section: Control Variablesmentioning

confidence: 99%

“…In this case, less-accessible or less-relevant entrepreneurial referents may be chosen, such as schoolmates or university peers (Gibson and Lawrence 2010;Kacperczyk 2013) or neighborhood peers (Giannetti and Simonov 2009;Andersson and Larsson 2014;Guiso, Pistaferri and Schivardi 2015). These are all individuals with whom offspring have less personal involvement (Gibson 2004).…”

Section: Social Comparison and Entrepreneurial Career Intentionmentioning

confidence: 99%

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Parents’ performance in entrepreneurship as a “double-edged sword” for the intergenerational transmission of entrepreneurship

et al. 2017

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We investigate how perceived parents' performance in entrepreneurship (PPE) affects the entrepreneurial career intentions of offspring. We argue that while perceived PPE enhances offspring's perceived entrepreneurial desirability and feasibility because of exposure mechanisms, it inhibits the translation of both desirability and feasibility perceptions into entrepreneurial career intentions due to upward social comparison mechanisms. Thus, perceived PPE acts as a double-edged sword for the intergenerational transmission of entrepreneurship. Our predictions are tested and confirmed on a sample of 21,895 individuals from 33 countries. This study advances the literature on intergenerational transmission of entrepreneurship by providing a foundation for understanding the social psychological conditions necessary for such transmission to occur.

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Section: Control Variablesmentioning

confidence: 99%

Section: Social Comparison and Entrepreneurial Career Intentionmentioning

confidence: 99%

Parents’ performance in entrepreneurship as a “double-edged sword” for the intergenerational transmission of entrepreneurship

et al. 2017

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“…They have been proposed to play a role in individuals' decisions to become entrepreneurs, by creating both pecuniary and non-pecuniary benefits (Giannetti and Simonov, 2009). One's social network might offer differential access to information and resources (Gompers et al, 2005;Lerner and Malmendier, 2013), provide learning and motivation (Nanda and Sørensen, 2010;Kacperczyk, 2013), and therefore shape individual career aspirations and attitudes towards entrepreneurship.…”

Section: Entrepreneurial Bosses Gender and Employees' Choices For Ementioning

confidence: 99%

How do Entrepreneurial Bosses Influence their Employees’ Future Entrepreneurship Choices?

Rocha

Praag

2017

Proceedings

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We adopt a process-based approach to investigate the influence of entrepreneurial bosses on the two main decisions of employees towards becoming entrepreneurs: exit from the current firm and entry into entrepreneurship. In other words, we study the push and pull mechanisms possibly underlying the influence of entrepreneurial bosses. We do so by employing an identification strategy based on comparisons of same-gender matches of bosses and employees, using rich register data for Denmark. We show that same-gender entrepreneurial bosses have a great impact on employees' future entrepreneurship choices, especially among women. We do not find any evidence that female bosses push female employees out of the workplace, by creating a discriminatory environment that forces them to search for alternative career paths. Instead, our analysis finds consistent support for pull mechanisms, with role modeling being the main explanation for the positive influence of female entrepreneurial bosses on female employees' transition into entrepreneurship. We show that the female boss effect is greater than other social interactions identified in prior research. We conclude that entrepreneurial bosses can be role models and female entrepreneurial bosses may thus act as a lever to reducing gender gaps in entrepreneurship rates.

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“…We concentrate on the effect of an entrepreneurial environment (see also Gianetti and simonov, 2004;nanda and sørensen, 2008), which is indicated by a dummy variable and a count variable based on the following two questions respectively; see table 4.4 for statistics:…”

Section: Human Capitalmentioning

confidence: 99%

Who Values the Status of the Entrepreneur?

Praag¹

2011

Handbook of Research on Innovation and Entrepreneurship

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Social Interactions and Entrepreneurial Activity

Abstract: Previous versions of this paper were circulating under the title "Does Prestige Matter More then Profits?" We are grateful to two anonymous referees, a

Cited by 107 publications

References 55 publications

Parents’ performance in entrepreneurship as a “double-edged sword” for the intergenerational transmission of entrepreneurship

Parents’ performance in entrepreneurship as a “double-edged sword” for the intergenerational transmission of entrepreneurship

How do Entrepreneurial Bosses Influence their Employees’ Future Entrepreneurship Choices?

Who Values the Status of the Entrepreneur?

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