The role of negative emotions in the social processes of entrepreneurship: Power rituals and shame-related appeasement behaviors

This paper examines the role of negative emotions in the social processes of entrepreneurship. Drawing on a study of Russian entrepreneurs, we develop a model of the emotional effects of social interactions between entrepreneurs and state officials. We found that negative emotions were elicited by these interactions and, in turn, fueled three forms of shame-related corrective appeasement behavior (reactive, anticipatory, and sporadic), which served to corrode entrepreneurial motivation and direct attention and energy away from business growth and development

The competitive advantage of micro firms in a mature industry : the dynamic capabilities of new ventures in the Nordic food sector

vokSaatavana CD-rommina/ The European Institute for Adnaced Studies in Managemen

Measuring Success in Family Businesses: The Concept of Configurational Fit

The problems associated with measuring success in small businesses are primarily caused by a lack of comparable data due to the ambiguity of success and by subjective biases. Success evaluation is dominated by the estimates of business owners, who tend to overestimate overall success and internal strengths. However, reliable success measurement instruments would be useful for small business owners/managers as well as small business policymakers. The main purposes of this article are to compare various measures of success, to explore the differences in their outcomes, and to analyze whether a model of success measurement using configurational fit can be used to overcome subjective biases. The study is based on a recent survey of 103 small family-owned businesses in the eastern Austrian border region. Our analysis of the data confirmed the existence of the measurement problems mentioned above. While some individual indicators show significant biases as well as effects due to company age, size and industry, the aggregated indicator based on the concept of configurational fit seems to be an appropriate means of overcoming most of these drawbacks.(author's abstract

What Do Partners Share in Strategic Alliances?

Part 4: Enterprise ArchitectureInternational audienceThis study categorizes resources into firm-specific and general resource; costs into accounting and non-accounting cost; and risks into visible and invisible risks. Using data from 167 Canadian firms in technology industries, we find that sharing firm-specific resources and non-accounting costs are negatively correlated with environmental dynamism but sharing general resources, accounting costs and visible risks are positively correlated with environmental dynamism. Findings suggest that sharing certain resources, costs and risks do not necessarily incur high transaction costs