The darker side of the entrepreneur

McKenna, Stacey

doi:10.1108/01437739610130519

“…McKenna () suggests that ‘entrepreneurs have pervasive fears of being victimized; they are continually scanning their environment for something to confirm their suspicions …. If we look hard enough there is always, somewhere, some confirmation’ (Kets de Vries, , pp.…”

Section: Explaining Practice Persistencementioning

confidence: 99%

The Persistence of a Stigmatized Practice: A Study of Competitive Intelligence

Reinmoeller

¹

,

Ansari

²

2015

British J of Management

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Studies on the diffusion of practices provide valuable insights into how organizations adopt, adapt, sustain and abandon practices over time. However, few studies focus on how stigmatized practices diffuse and persist, even when they risk tainting the adopters. To address this issue and understand how firms manage stigmatized practices, we study US organizations associated with the practice of competitive intelligence (CI) between 1985 and 2012. CI includes legitimate information gathering practices that are sometimes also associated with infringements and espionage. Our findings suggest that CI became highly diffused and persisted despite the risk of stigmatizing its adopters. We identified three factors to explain CI's persistence: (1) keeping it opaque to avoid the negative effects of stigmatization, (2) 'constructing' usefulness to justify its ongoing use by leveraging accepted beliefs and invoking fear of unilateral abandonment and (3) adapting it by developing multiple versions to increase its zone of acceptability. These three factors contribute to practice persistence by allowing firms to dilute the potential stigma from use of the practice. Our contribution lies in explaining the adoption, diffusion and ongoing use of a stigmatized practice whose benefits cannot be overtly acknowledged or made public.

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“…Dickers, Jansen, de Lange, Vinkenburg and Kooij (2010) found that an entrepreneurial personality is associated with increased engagement and thereby better performance. McKenna (1996) concluded that entrepreneurs can sometimes negatively affect performance of a firm through the "dark side" of their personality. Julian & Ahmed (2012) pointed out that one way for entrepreneurs to enhance their performance is to expand their business towards export markets.…”

Section: Linking Personality and Performancementioning

confidence: 99%

Relationship between Entrepreneurial Personality, Performance, Job Satisfaction and Operations Strategy: An Empirical Examination

Gupta¹,

Muita²

2012

IJBM

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The goal of this research paper is to study the possible interactions between operations strategy and entrepreneurial traits, performance and job satisfaction. This empirical paper used a non-experimental design to test a proposed model based on a review of relevant literature. The study was conducted with 1200 SMEs in the Lynchburg City region using an administered survey instrument. The results of this study indicate that entrepreneurial personality has statistically significant relationship with Performance and Operations Strategy. The relationship between entrepreneurial personality and Job Satisfaction was not statistically significant. Operations strategy has statistically significant moderating role in the relationship between entrepreneurial personality and performance. The research framework offers a different way forward for both practitioners and academicians in thinking about the factors which may be critical for the success of SMEs.

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“…Dickers, Jansen, de Lange, Vinkenburg and Kooij (2010) found that an entrepreneurial personality is associated with increased engagement and thereby better performance. McKenna (1996) concluded that entrepreneurs can sometimes negatively affect performance of a firm through the "dark side" of their personality. Julian & Ahmed (2012) pointed out that one way for entrepreneurs to enhance their performance is to expand their business towards export markets.…”

Section: Linking Personality and Performancementioning

confidence: 99%

Relationship between entrepreneurial orientation and firm performance in large organizations over time

Gupta

¹

,

Gupta

²

2014

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The goal of this research paper is to study the possible interactions between operations strategy and entrepreneurial traits, performance and job satisfaction. This empirical paper used a non-experimental design to test a proposed model based on a review of relevant literature. The study was conducted with 1200 SMEs in the Lynchburg City region using an administered survey instrument. The results of this study indicate that entrepreneurial personality has statistically significant relationship with Performance and Operations Strategy. The relationship between entrepreneurial personality and Job Satisfaction was not statistically significant. Operations strategy has statistically significant moderating role in the relationship between entrepreneurial personality and performance. The research framework offers a different way forward for both practitioners and academicians in thinking about the factors which may be critical for the success of SMEs.

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The darker side of the entrepreneur

Cited by 29 publications

References 2 publications

The Persistence of a Stigmatized Practice: A Study of Competitive Intelligence

The Persistence of a Stigmatized Practice: A Study of Competitive Intelligence

Relationship between Entrepreneurial Personality, Performance, Job Satisfaction and Operations Strategy: An Empirical Examination

Relationship between entrepreneurial orientation and firm performance in large organizations over time

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