Team Entrepreneurial Passion: Its Emergence and Influence in New Venture Teams

Cardon, Melissa S.; Post, Corinne; Forster, William R.

doi:10.5465/amr.2014.0356

Cited by 157 publications

(188 citation statements)

References 125 publications

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“…They need to assemble a team of entrepreneurial peers who can push their ideas though to realization. In this STF article, authors Cardon, Post, and Forster (2017) seek to address this issue by building on the earlier individual-level theory and extending it to the team level of analysis. They do this though a concept they refer to as "Team Entrepreneurial Passion" (TEP).…”

Section: The Articlesmentioning

confidence: 99%

Integrating Emotions and Affect in Theories of Management

Ashkanasy

Humphrey

Huy

2017

AMR

144

108

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Scholars have studied emotions and affect in organizational settings for over twenty years, providing numerous insights into understanding how organizations and the people who work in them behave. With such a rich accumulation of knowledge, the time seemed right to call for today's scholars of management to propose new and exciting theory. The eight articles in this Special Topic Forum address topics that cross multiple levels of analysis and include a range of different theories, explicating: how anger and fear can spark productivity, how employees respond to abusive supervision over time, how leader-member exchanges are shaped by affective events, the social functions of emotional complexity for leaders, team entrepreneurial passion, the effects of institutional beliefs on emotional displays, the nexus of affective climate and organizational effectiveness, and the role of gratitude in organizations. In this introduction, we briefly summarize the main points from each article, and discuss new research directions arising from the articles. To spur even deeper research into this important and still unfolding field of discovery, and stimulated by the articles in this STF, we conclude with additional thoughts and ideas on the role of emotions and affect in organizations,.

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Section: The Articlesmentioning

confidence: 99%

Integrating Emotions and Affect in Theories of Management

Ashkanasy

Humphrey

Huy

2017

AMR

144

108

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“…Griffin, 2009;Holt, 2016;Krishnan, Sullivan, Groza, & Aurand, 2013;Stevens, 2003). This, in turn, would also put an end to the collective entrepreneurship that had up till that point characterised BBMRI.se, in which the motivations and drivers of the initiators/managers, as well as their respective recollections of the same, were instrumental features (Cardon, Post, & Forster, 2017;Czarniawska-Joerges & Wolff, 1991;Sakhdari, 2016). Moreover, the integration of autonomous "National Champions" (leading scientists within their field) carries a risk of the "principal-agent" problem, which in turn can lead to "moral hazard" as the "National Champion(s)" may elect to undertake added risks, since someone else bears the cost of those risks (Holmstrom, 1982;Laffont & Martimort, 2002;Steets, 2010).…”

Section: Discussionmentioning

confidence: 99%

“…That is to say, entrepreneurship may be built on collective entrepreneurial team cognition, where collective cognition mediates between individual cognitions, firm actions and performance (De Mol et al, 2015;West, 2007). In these instances, the motivations and drivers of the managers become an essential feature (Cardon et al, 2017;Czarniawska-Joerges & Wolff, 1991). The managers' motivators and their recollection of past events in relation to the context to the formation of their innovation may in this way serve as an antecedent for future entrepreneurs (Sakhdari, 2016).…”

Section: Collective Entrepreneurial Team Cognitionmentioning

confidence: 99%

The 4 I’s of Entrepreneurship: A Study of the Entrepreneurial Perspectives behind A Failed Large-Scale Distributed Research Infrastructure

Larsson

2018

Entrepreneurship Research Journal

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This case study investigates whether collective entrepreneurial team cognition remains consistent throughout all stage processes when setting up a large-scale, distributed research infrastructure. A new “action phase model” has been devised, known as the “4 I’s of entrepreneurship”, with each “I” elucidating the entrepreneurial rationale behind various stages of the creation process: Intention, Initiation, Implementation and Introspection. The case investigated was BBMRI.se (BioBanking and Molecular Resource Infrastructure in Sweden) – a Swedish large-scale distributed research infrastructure aimed at harmonizing biobanking standards. Managers and key personnel involved in founding and/or operating the organization were interviewed. The results showed there was agreement regarding the need for the research infrastructure, while there were disagreeing perceptions of what the organization should be doing and regarding the difficulties it had faced. These developments would ultimately lead to BBMRI.se’s demise. The homogenous mindset would begin to dissipate once the Initiation stage was reached and worsened throughout the Implementation stage. The results indicate that BBMRI.se’s managerial structure, personal ambitions and lack of transparency and communication were key contributors to its ultimate failure. The implications highlight the risk of fragmented motivations as collective entrepreneurs turn their ambition into reality, if given too much autonomy.

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“…In this vein, Kouamé, Oliver, and Poisson‐de‐Haro () found that diversity in trait negative affect can benefit managerial decision making presumably because affective experiences drive thought—and diversity of thoughts, perceptions, and ideas increase a group's ability to make effective decisions (Van Knippenberg & Schippers, ). Additionally, Cardon, Post, and Forster () looked beyond positive and negative affect to layout a model of how individual diversity in passion coalesces into higher‐level group passion. Hill, Offermann, and Thomas () moved beyond strict mean and variance to provide evidence that maximum member negative affect (e.g., having one member in a really bad mood) decreases group cohesion and performance, but this can be mitigated through face‐to‐face interaction with teammates.…”

Section: Outcomes Of Affective Convergence and Divergence In Groupsmentioning

confidence: 99%

Well, I feel differently: The importance of considering affective patterns in groups

Emich

2020

Social & Personality Psych

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While it is widely recognized that groups represent strong contexts that influence the affective states of their members, this convergent framing has resulted in the neglect of the systematic study of what occurs when group members' affective states differ. This is an unfortunate oversight. The study of how group members' qualitatively different affective states influence their mindsets and behaviors and interact to drive collective group processes and has the potential to greatly inform broader theory on affective and social influence in groups. To address group affective divergence in the context of established convergence processes, I reframe the consideration of group affect around group affective patterns. Then, I draw on the broader group's literature to set a research agenda for the study of group affective patterns. This agenda allows for the more nuanced examination of how multiple discrete affective states influence each other and align with other group member attributes (e.g., personality, attitudes) to impact group processes and outcomes.

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Team Entrepreneurial Passion: Its Emergence and Influence in New Venture Teams

Cited by 157 publications

References 125 publications

Integrating Emotions and Affect in Theories of Management

Integrating Emotions and Affect in Theories of Management

The 4 I’s of Entrepreneurship: A Study of the Entrepreneurial Perspectives behind A Failed Large-Scale Distributed Research Infrastructure

Well, I feel differently: The importance of considering affective patterns in groups

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