Obsessive passion and the venture team: When co-founders join,and when they don't |
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| Institution: | 1. Central South University, No.932 South Lushan Road, Changsha, Hunan, 410083, China;2. University of St.Gallen, 111 Amoy Street, 069931, Singapore;3. Emlyon Business School, 23 avenue Guy de Collongue, CS 40203, 69134 Ecully Cedex, France;1. University of Toronto, Canada;2. University of Pennsylvania, United States of America;1. Martin J. Whitman School of Business, Syracuse University, United States of America;2. Joseph M. Katz Graduate School of Business, University of Pittsburgh, United States of America;1. University of Cologne, Endowed Chair for Interdisciplinary Management Science, Albertus-Magnus-Platz, Cologne D-50923, Germany;2. University of Wuppertal, Jackstädt Center of Entrepreneurship and Innovation Research, Germany;1. Trier University, Universitätsring 15, 54296 Trier, Germany;2. University of Mannheim, Schloss, 68161 Mannheim, Germany;1. School of Business, Renmin University of China, China;2. Kelley School of Business, Indiana University, United States of America;1. HKU Business School, The University of Hong Kong, China, and Department of Finance, National Taiwan University, Taiwan;2. University of St. Gallen and Swiss Finance Institute, Switzerland |
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| Abstract: | We investigate how potential co-founders' perceptions of a founder's obsessive passion (OP) influence the decision to join a venture team. Using a conjoint experiment with a primary sample of 116 founder-entrepreneurs and validating it with an additional sample of 59 founder entrepreneurs, we found that potential co-founders were more likely to join if they perceived that the founder had OP for developing ventures. Potential co-founders were less likely to join if they perceived OP for founding ventures. Further, we found significant interactions between perceived OPs, as well as interactions between perceived OP and potential co-founders' own OP. |
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