Little is currently known about the effects of skill composition on academic entrepreneurship. Therefore, in this paper, following Lazear's (2005) jack-of-all-trades approach, we study how the composition of a scientist's skills affects his or her intention to become an entrepreneur. Extending Lazear, we examine how the effect of balanced skills is moderated by a balance in working time and peer effects. Using unique data collected from 480 life sciences researchers in Switzerland and Germany, we provide first evidence that scientists with more diverse and balanced skills are more likely to have higher entrepreneurial intentions, but only if they also balance their working time and are in contact with entrepreneurial peers. Therefore, to encourage the entrepreneurial intentions of life scientists, it must be ensured that scientists are exposed to several types of work experience, have balanced working time allocations across different activities, and work with entrepreneurial peers; e.g., collaborating with colleagues or academic scientists who have started new ventures in the past.

Entrepreneurship has been claimed to matter and deserve priority because it has been linked to some of the most compelling economic and social issues of our time. This paper suggests that entrepreneurship is also inextricably linked to a fundamental value common among the western developed economies, democracy. Three distinct contexts are examined to link democracy to entrepreneurship, two historical and one contemporary. The first is National Socialism in Germany, which emerged by suppressing both entrepreneurship and democracy. The second is the rise of the Trusts, or dominant large corporations and concomitant decline of small business in the United States at the end of the nineteenth century. Finally, both measurement and perception suggest a decline in democracy as well as entrepreneurship in the contemporary era. These concerns are only exacerbated in the current Covid-19 crisis. The paper concludes that an important policy mandate for entrepreneurship may be to ensure the independent, decentralized and autonomous decision-making serving as a cornerstone of democracy.

This study examines the influence of organizational psychological capital on the performance of small and medium-sized companies (SMEs) during crises. We argue that SMEs use their intangible resources to cope with difficult situations such as the COVID-19 pandemic. Therefore, we investigate how organizational psychological capital impacts performance and creative innovation through such intangible resources, namely, organizational citizenship behavior, solidarity, and cooperation. Methodologically, we combine structural equation modelling and regression analysis on a dataset of 379 SMEs. Our results support the notion that organizational psychological capital positively influences creative innovation of SMEs and thus performance during crises. Our research contributes to the organizational behavior literature by showing that psychological resources of SMEs can strengthen performance in times of crisis and help to prepare for future ones.

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