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Crowdfunding has become an alternative source of financing for entrepreneurial new ventures and social projects. While identifying and "tapping the right crowd" of backers has been shown to be crucial for the success of crowdfunding campaigns, we still lack a basic understanding of why individuals become backers in the first place and why so many others do not. Building on information processing theory, we advance crowdfunding awareness as an important precedent to actual engagement as a backer. We hypothesize and-using a sample of 1,042 individuals in Flanders (Belgium)-show that individuals' crowdfunding awareness depends on whether they are male or female, as well as on the (perceived) socioeconomic environment they are in. Furthermore, our findings suggest that women tend to derive their crowdfunding awareness to a larger extent from these environmental characteristics than men. These results have important implications for theory and practice.

Many entrepreneurs commercialize an idea they initially developed as employees of an incumbent firm. While some face retaliatory reactions from their (former) employer, others are left alone or even supported. It is not clear, however, why some employee spinoffs face parental hostility while others do not, and to what extent this parental hostility affects employee spinoffs' performance. Integrating the resource-based view with insights on competition and retaliation, we propose that parental hostility increases with the (perceived) competitive threat posed by an employee spin-off. Specifically, we advance employee spin-offs' initial strategic actions (offering substitute products, hiring employees of the parent, and attempting to first develop the idea inside the parent) as key drivers of parental hostility and consequent spin-off performance. Results from a pooled dataset of 1083 employee spin-offs in Germany confirm that these initial strategic actions trigger parental hostility, which in turn, and contrary to expectations, positively affects employee spin-offs' innovation and economic performance. These results advance the literature on employee spin-offs in several ways and have important practical implications.

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