Defragmenting Definitions of Entrepreneurial Opportunity*

We examined 19 years worth of definitions of entrepreneurial opportunity and opportunity‐related processes. We found 56 articles in six entrepreneurship‐focused publications, with a total of 49 conceptual definitions and 32 operational definitions. Among those definitions, we identified 25 distinct conceptual and 12 operational elements of opportunity plus 48 conceptual and 39 operational elements of opportunity‐related processes. We found considerable fragmentation across conceptual and operational elements. However, based on commonalities among conceptual definitions, we developed six composite conceptual definitions of opportunity and eight composite conceptual definitions of opportunity‐related processes, which we hope will help reduce the fragmentation of the entrepreneurial opportunity literature.     

Financial forecasting and risky decisions: an experimental study grounded in Prospect theory

This study employed prospect theory to examine relationships between effort invested in developing financial forecasts and risk taking. Results of an experimental study indicated that the more effort subjects invested in developing forecasts, the more likely they were to use those forecasts as their reference points when evaluating venture performance. Results also indicated that subjects who used forecasts as their reference points and exerted greater effort developing those forecasts were more likely to take risky actions when performance fell below their reference points. This study is the first to link effort to the type of reference point used and the first to link effort and the use of financial forecasts to risky decisions. In addition, it is one of only a few studies to employ prospect theory to examine risk taking decisions subsequent to start-up. Its results enhance our understanding of risk taking, prospect theory and reference points.

     

A Comparison of International and Domestic New Ventures

Differences between international new ventures (INVs) and domestic new ventures (DNVs) were examined using a sample of 214 IPO new ventures (ventures 6 years old or less). INVs were found to be significantly different on the basis of their entrepreneurial team experience, strategy, and industry structure. Specifically, the entrepreneurial team of INVs exhibited higher levels of previous international and industry experience. The strategies of INVs were more aggressive, and they operated in more channels of distribution than did DNVs. INVs competed on the basis of differentiation, placing greater emphasis on product innovation, quality, service, and marketing as strategic weapons. In addition, INVs were more likely than DNVs to operate in industries characterized by a high degree of global integration.     

Cheating and Moral Judgment in the College Classroom: A Natural Experiment

The purpose of this paper is to present the results of a natural experiment involving academic cheating by university students. We explore the relationship of moral judgment (as measured using the defining issues test) to actual behavior, as well as the relationship between the honesty of students self-reports and the extent of cheating. We were able to determine the extent to which students actually cheated on the take-home portion of an accounting exam. The take-home problem was not assigned with the intent of inducing cheating among students. However, the high rate of observed cheating prompted the instructor to return to class and ask the students to provide information on their motivation. The students' responses are the data analyzed in this natural experiment. We found that in a simple regression the relationship between moral judgment scores and cheating behavior was insignificant. However, when we tested whether including Utilizer scores (i.e. the extent to which people select actions based on notions of justice) affected the relationship of cheating and moral judgment we found that Utilizer affected the relationship significantly. Finally, we found that moral judgment and honesty were not related, but higher levels of cheating behavior related to less honesty.     

Entrepreneurial actions and optimistic overconfidence: The role of motivated reasoning in new product introductions

Optimistic overconfidence (OO), that is, being certain of success only to end up disappointed, represents a potentially catastrophic error. However, few studies have identified which entrepreneurial actions are associated with it. To explore this issue, we examined 55 small companies and found that OO of product success was positively related to introducing products that required more resources and were more pioneering. Furthermore, satisfaction with company performance had a curvilinear (U-shaped) relationship with overconfidence. Both high and low levels of satisfaction were associated with greater OO in product introductions. In addition, the bias was positively correlated with entering hostile environments; that is, environments that are characterized by intense competition that threatens a firm and its introductions. Contrary to expectations, however, OO was negatively associated with environmental dynamism; defined as environments that embody frequent and large changes. The research also compared general knowledge overconfidence to OO, concluding that each represents a distinct bias with distinct effects.     

Moral Reasoning and Ethical Climate: Not-for-Profit vs. For-Profit Boards of Directors

Utilizing Rest's moral development and Victor and Cullen's ethical climate surveys, we examine differences in moral reasoning and ethical climate between board members in the for-profit and not-for-profit sectors. Six for-profit corporations and seven not-for-profit corporations, all with base operations in a major midwestern state, participated in the study. We find that profit and not-for-profit boards may not differ in moral reasoning, but do exhibit different types of ethical climates. We also find that for-profit board members may utilize higher stages of reasoning a greater percentage of the time than not-for-profit directors. In contrast, the ethical climates of the two types of organizations are significantly different. For-profit companies had climates higher in egoism than did not-for-profit companies. In addition, not-for-profit firms reflected higher benevolence factors than for-profit firms. Not-forprofit organizations also had somewhat higher, but not significantly different, mean scores on the principle factor compared to the for-profit organizations.     

Moral Judgment and Causal Attributions: Consequences of Engaging in Earnings Management

Recent, well-publicized accounting scandals have shown that the penalties outsiders impose on those found culpable of earnings management can be severe. However, less is known about how colleagues within internal labor markets respond when they believe fellow managers have managed earnings. Designers of responsibility accounting systems need to understand the reputational costs managers impose on one another within internal labor markets. In an experimental study, 159 evening MBA students were asked to assume the role of a manager in a company and respond to a scenario in which another manager (the target manager) has the opportunity to engage in earnings management. Participants provided causal attributions, assessed the morality of the target manager, and indicated whether they would change their judgments about the target manager’s reputation. The study manipulated three between-subjects factors: (1) whether the target manager chose to engage in earnings management, (2) whether the company’s budgetary control system was rigid or flexible, and (3) whether the target manager’s work history was average or above average. We found that causal attributions are affected more by the budgetary systems when the target did not manage earnings than when the manager did. We also found that morality judgments were significantly associated with the target manager’s behavior, but not with the budgetary system. In addition, participants’ judgments about the target manager’s reputation were more strongly associated with morality judgments than with causal attributions. We discuss implications of the role of reputation in management control systems design. Steven E. Kaplan received his B.S. degree from Arizona State University and his graduate degrees from the University of Illinois, Champaign-Urbana. Professor Kaplan has published in numerous academic and professional journals, including Advances in Accounting, Cost and Management, Journal of Accounting Research, The Accounting Review, National Tax Journal, Management Accounting, and Auditing: A Journal of practice and Theory. His current research focuses primarily on auditor judgment. He is a member of the American Accounting Association. Professor Kaplan has two daughters, Leah and Serena. He enjoys trout fishing and bowling. James C. McElroy is University Professor and the Bill and Liz Goodwin Faculty Fellow in the Department of Management at Iowa State University. He has a Ph.D. from Oklahoma State University, an MBA from the University of South Dakota and a B.S. from Jamestown College. Dr. McElroy has published over 55 refereed articles in a variety of journals including the Academy of Management Journal, Academy of Management Review, Journal of Management, Journal of Applied Psychology, Journal of Marketing, Journal of Vocational Behavior, Journal of Organizational Behavior, Organizational Behavior and Human Performance, Journal of Educational Computing Research and Computers in Human Behavior. He serves on the editorial review boards of the Journal of Vocational Behavior, Journal of Labor Research, and Journal of Managerial Issues. His current research deals with personality and computer use, self handicapping behavior, and technology as a form of object language. Susan P. Ravenscroft is the Roger P. Murphy Professor Accounting and currently teaches managerial accounting and governmental and non-profit accounting. She and Professor Steve Kaplan have won the Glen McLaughlin Award for Research in Accounting Ethics. She has a PhD from Michigan State University. Dr. Ravenscroft’s research interests include ethics, pedagogical issues, and the social role of accounting information. Charles B. Shrader is a Bill and Liz Goodwin professor of Management in the College of Business at Iowa State University. His PhD and MBA degrees are from Indiana University. His current research interests include the relationships of strategy, diversity, and corporate social responsibility with organizational performance.