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The impact of traits in entrepreneurship has been subject to intense discussion. Apart from favorable traits fostering opportunity recognition, entrepreneurial orientation, venture performance, and other variables, a younger research stream also addresses the role of negative traits. Among them, the dark triad, comprising of narcissism, Machiavellianism, and psychopathy, have gained specific attention. This systematic literature review aims to structure the field, identify current research themes, and provide a better understanding of prior research outcomes. Our results show that dark triad research addresses entrepreneurial activity, opportunity recognition, entrepreneurial orientation, entrepreneurial leadership, the and entrepreneurial motives. Among the dark triad traits, narcissism is stressed most in research so far. It relates to firm performance, risk, and leadership behavior, whereas Machiavellianism and psychopathy relate to opportunity recognition and exploitation. We also identify several research gaps, which can be addressed in future research.
Numerous studies show that high levels of Entrepreneurial Orientation (EO) in firms positively influence firm performance. Yet, high levels of Dark Triad (DT) traits - narcissism, Machiavellianism, and psychopathy - of managers might work detrimental to EO. Our study empirically tests if top managers who score high on Dark Triad traits have a negative influence on firm performance, reducing the merits of EO. Results of a survey study on 191 firms show that all three dimensions of the DT, narcissism, Machiavellianism, and psychopathy, suppress the positive effects that EO has on firm performance. Accordingly, selfish behaviour, emotional coldness, propensity for duplicity, and top managers' quest for self promotion, status, and dominance lead to behaviour that reduces the positive influences around innovativeness, proactiveness, and risk-taking of EO.
Strategic entrepreneurship
(2020)
Purpose:
Strategic entrepreneurship (SE) depicts the nexus of strategic management and entrepreneurship, suggesting that firms can create superior wealth when simultaneously pursuing advantage-seeking and opportunity-seeking behavior. As the rapid growth in SE research led to a multidisciplinary, scattered and fragmented literature landscape, the authors aim to structure this research field.
Design/methodology/approach:
The authors employ a bibliographic coupling and literature review of the strategic entrepreneurship research field.
Findings:
The authors identify and describe five major research streams with 15 sub-themes in recent SE research. Based on our findings, the authors propose an integrated research framework and research gaps for future research.
Originality/value:
To the authors' knowledge, this is the first review on SE based on a bibliographic coupling.
Opportunity recognition
(2020)
This paper provides an overview of the ever-increasing literature on opportunity recognition, with a focus on its antecedents and determinants. With a two-step research approach, a bibliometric analysis and a systematic literature review, we structure the current research in this field. By using bibliometric techniques, we analyzed 161 publications and, consequently, clustered the 30 most influential references. Apart from economic theories and the role of opportunity recognition in entrepreneurship, a strong research focus is on antecedents of opportunity recognition. Therefore, in our subsequent literature review, we focus on determinants which influence opportunity recognition. We find that the opportunity recognition process is influenced by various personal, organizational and environmental factors. We conclude with a research outlook for future research opportunities on opportunity recognition.
The economics of COVID-19
(2020)
Purpose
Within a very short period of time, the worldwide pandemic triggered by the novel coronavirus has not only claimed numerous lives but also caused severe limitations to daily private as well as business life. Just about every company has been affected in one way or another. This first empirical study on the effects of the COVID-19 crisis on family firms allows initial conclusions to be drawn about family firm crisis management.
Design/methodology/approach
Exploratory qualitative research design based on 27 semi-structured interviews with key informants of family firms of all sizes in five Western European countries that are in different stages of the crisis.
Findings
The COVID-19 crisis represents a new type and quality of challenge for companies. These companies are applying measures that can be assigned to three different strategies to adapt to the crisis in the short term and emerge from it stronger in the long run. Our findings show how companies in all industries and of all sizes adapt their business models to changing environmental conditions within a short period of time. Finally, the findings also show that the crisis is bringing about a significant yet unintended cultural change. On the one hand, a stronger solidarity and cohesion within the company was observed, while on the other hand, the crisis has led to a tentative digitalization.
Originality/value
To the knowledge of the authors, this is the first empirical study in the management realm on the impacts of COVID-19 on (family) firms. It provides cross-national evidence of family firms' current reactions to the crisis.
Leadership development (LD) is a crucial success factor for startups to increase their human capital, survival rate, and overall performance. However, only a minority of young ventures actively engage in LD, and research rather focuses on large corporations and SMEs, which do not share the typical startup characteristics such as a rather young workforce, flat hierarchies, resource scarcity, and high time pressure. To overcome this practical and theoretical lack of knowledge, we engage in foresight and explore which leadership development techniques will be most relevant for startups within the next five to ten years. To formulate the most probable scenario, we conduct an international, two-stage Delphi study with 27 projections among industry experts. According to the expert panel, the majority of startups will engage in leadership development over the next decade. Most startups will aim to develop the leadership capabilities of their workforce as a whole and use external support. The most prominent prospective LD measures in startups include experiential learning methods, such as action learning, developmental job assignments, multi-rater feedback, as well as digital experiential learning programs, and developmental relationships such as coaching in digital one-to-one sessions. Self-managed learning will play a more important role than formal training.
User Experience (UX) describes the holistic experience of a user before, during, and after interaction with a platform, product, or service. UX adds value and attraction to their sole functionality and is therefore highly relevant for firms. The increased interest in UX has produced a vast amount of scholarly research since 1983. The research field is, therefore, complex and scattered. Conducting a bibliometric analysis, we aim at structuring the field quantitatively and rather abstractly. We employed citation analyses, co-citation analyses, and content analyses to evaluate productivity and impact of extant research. We suggest that future research should focus more on business and management related topics.
Social Media, Quo Vadis?
(2020)
Over the past two decades, social media have become a crucial and omnipresent cultural and economic phenomenon, which has seen platforms come and go and advance technologically. In this study, we explore the further development of social media regarding interactive technologies, platform development, relationships to news media, the activities of institutional and organizational users, and effects of social media on the individual and the society over the next five to ten years by conducting an international, two-stage Delphi study. Our results show that enhanced interaction on platforms, including virtual and augmented reality, somatosensory sense, and touch- and movement-based navigation are expected. AIs will interact with other social media users. Inactive user profiles will outnumber active ones. Platform providers will diversify into the WWW, e-commerce, edu-tech, fintechs, the automobile industry, and HR. They will change to a freemium business model and put more effort into combating cybercrime. Social media will become the predominant news distributor, but fake news will still be problematic. Firms will spend greater amounts of their budgets on social media advertising, and schools, politicians, and the medical sector will increase their social media engagement. Social media use will increasingly lead to individuals’ psychic issues. Society will benefit from economic growth and new jobs, increased political interest, democratic progress, and education due to social media. However, censorship and the energy consumption of platform operators might rise.