A multi-motivational general model of entrepreneurial intention

We develop and test an overarching model of entrepreneurial intention that includes profit, social impact, and innovation as the three main drivers of entrepreneurial behavior. A holistic model is developed to identify separately the generic intention to be a self-employed entrepreneur from the associated intention to be a specific type of entrepreneur. The latter is revealed by using a conjoint experiment to reveal the individual's relative preferences for profit, social impact, and innovation outcomes. Using fuzzy-set qualitative comparative analysis we provide insights into individuals' motivations for different types of entrepreneurial careers and for their multiple pathways to the same entrepreneurial type.     

Correction: Speaking Truth to Power: Twitter Reactions to the Panama Papers

Journal of Business Ethics -     

Reciprocal value sharing in manufacturer-retailer relationships: the case of new product introductions

Prior literature examined reciprocity in the context of value creation. However, research has yet to examine whether reciprocity exists in value sharing. To address this gap, the authors examine retailer’s reciprocal value sharing with its manufacturer in relation to new product introductions. The authors test, via a survey of retail managers, whether reciprocal value sharing is influenced by an interaction of manufacturer’s prior new product success with innovativeness of a manufacturer’s products and the frequency of new product introduction. The results indicate that a retailer’s reciprocal value sharing is greater when the manufacturer historically launched successful new products, and that this effect is decreased with the innovativeness of a manufacturer’s products but increased with the frequency of new product introduction.     

To the Rescue!? Brokering a Rapid,Scaled and Customized Compassionate Response to Suffering after Disaster

Suffering comes in many forms that significantly impact organizations’ operations and performance. As a result, recent research on compassion organizing seeks to explain how efforts to notice, feel, and respond to suffering create organizational (and societal) benefits. Widespread suffering can be generated by natural disasters, which in turn can trigger compassionate organizational responses. In this paper, we build on social capital theory to theorize about how compassionate ventures leverage network relationships to identify and mobilize resources. We also explore how differences in these approaches influence the magnitude, speed, and customization of the response, all of which are theorized indicators of the effectiveness of compassion organizing in alleviating suffering. We use structural equation modelling to test our model and find that compassionate ventures with stronger ties to the local community are more likely to bundle (i.e., stretch) resources, which facilitates a speedy, customized, and large magnitude response. In contrast, those with stronger ties outside the local community are more likely to pursue (i.e., chase) new resources, which results in a large magnitude response, but one that is not associated with speed or customization. We discuss the implications of our findings and make recommendations for future research.     

When is Effort Contagious in New Venture Management Teams? Understanding the Contingencies of Social Motivation Theory

Consistent with social motivation theory, prior research on managerial motivation suggests that effort is contagious across management team members. In this study, we draw on belongingness theory to develop a model on important boundary conditions to social motivation theory in the management team context. The model predicts that new venture managers react to their teammates’ higher effort levels by investing higher effort levels themselves primarily when they are confronted with a threat – namely, low venture performance and high environmental hostility – but that effort is less contagious when managers face little threat. We test our model with a sample of 103 new venture managers nested in 51 management teams in a longitudinal setting capturing managerial effort over 26 weeks. While we do not find a direct relationship between teammates’ effort and a new venture manager’s subsequent effort, we find support for the crucial role of threat in triggering the contagion of managerial effort. We discuss the contributions of our study for research on management teams, performance feedback, and entrepreneurial effort in new ventures.     

The Surprising Duality of Jugaad: Low Firm Growth and High Inclusive Growth

Western theories on creativity emphasize the importance of access to resources and the generation of innovations as a source of sustainable competitive advantage for firms. However, perhaps the emphasis on slack resources and the firm as the level of analysis may be less appropriate for understanding the benefits of individual creative problem solving in resource-poor environments of the east; focusing solely on the firm is not sufficiently inclusive and may underestimate the benefits of creative problem solving under resource scarcity. Through an inductive interpretive case study of 12 problem solvers in the highly resource-poor environment of rural India, we identified the antecedents, dimensions and duality of outcomes for an Indian cultural source of creative problem solving called jugaad. Jugaad relies on assertive defiance, trial-and-error experiential learning and the recombination of available resources to improvise a frugal quick-fix solution. Our inductive framework provides new insights into the dual outcomes of creative problem solving from an eastern perspective; jugaad is unlikely to be a source of competitive advantage for firm growth but represents a source of enhanced wellbeing for inclusive growth.     

Strategic insider trading around earnings announcements in Australia

This paper tests, within the Australian setting, whether directors strategically time trades in their own firms, around earnings announcements, in the context of impediments to trading in the immediately preceding period. I show that both signed and unsigned trade activity are insignificantly different from zero in the preceding period, and significantly negative and positive after the event. Further, directors in Australia significantly sell following positive earnings news, and buy after negative news, providing evidence of ‘indirect’ trading. Directors’ trades in the longer-term pre-announcement period are also negatively related to the news content sentiment, contrary to expectation. Finally, I find evidence of positive autocorrelation between directors’ trades over the longer-term past, and those executed after earnings announcements, which, in the absence of the ‘short-swing’ rule in Australia, casts doubt over short-term strategic insider trading, more generally.     

基于星敏感器指向的船载雷达轴系误差分离模型

针对现有船载雷达动态标校方法的不足,提出了一种基于星敏感器的船载雷达轴系误差标校方法。该方法以精确的星敏感器地平指向为比对基准,解算船载雷达的轴系误差。设计了基于星敏感器的船载雷达动态标校方案,分析了船摇测量误差对雷达测角精度的影响,推导了天线座垂向变形引起的雷达测角误差修正模型。根据测量目标的不同,分别建立了联合测星与跟踪目标时的船载雷达轴系误差分离模型。最后通过联合测星试验对轴系误差分离模型进行了验证。试验结果表明,利用动态标校成果修正后的船载雷达方位、俯仰系统残差分别为3″和9″,随机残差分别为40″和45″,满足雷达轴系误差标定要求,具有较高的实用价值。     

Harsh Evaluations of Entrepreneurs Who Fail: The Role of Sexual Orientation,Use of Environmentally Friendly Technologies,and Observers' Perspective Taking

Although there is a pervasive anti‐failure bias in society, we investigate why some entrepreneurs who fail are evaluated more harshly than others. Building on attribution theory and the literatures on prejudice, pro‐social intentions, and perspective taking, we offer an evaluation model of entrepreneurial failure and test this model on 6,784 assessments made by 212 observers. We find that variance in the harshness of failure evaluations depends on both the attributes of the entrepreneur and the attributes of the observer, and the interaction between the two. Specifically, entrepreneurs who are homosexual are evaluated more harshly by some observers and entrepreneurs who use environmentally friendly technology are evaluated less harshly. Moreover, observers high in perspective taking are more ‘lenient’ in their failure evaluations of those who use environmentally friendly technology than those low in perspective taking.