Cognition, creativity, and entrepreneurship

Ward, Thomas B.

doi:10.1016/s0883-9026(03)00005-3

Cited by 673 publications

(561 citation statements)

References 34 publications

Supporting

Mentioning

513

Contrasting

Unclassified

Order By: Relevance

“…Empirical evidence suggests that, in particular, opportunity recognition and self-assessed creativity are positively correlated (e.g. Hills et al, 1999;Ward, 2004;Corbett, 2005). Likewise, the evidence on self-assessed business talent and entrepreneurial intentions and actions is well established (Chen et al, 1998;Krueger et al, 2000;Zhao et al, 2005;Cassar and Friedman, 2009).…”

Section: Introductionmentioning

confidence: 98%

The good, the bad, and the talented: Entrepreneurial talent and selfish behavior

Weitzel

Urbig

Desai

et al. 2015

Global Entrepreneurship, Institutions and Incentives

View full text Add to dashboard Cite

Abstract:Talent allocation models assume that entrepreneurially talented people are selfish and thus allocate into unproductive or even destructive activities if these offer the highest private returns. This paper experimentally analyzes selfish preferences of the entrepreneurially talented. We find that making a distinction between creative talent and business talent explains systematic differences in selfish behavior. Generally, both the less business talented and the more creative are more willing to forego private payoffs to avoid losses to others. A moderator analysis reveals that less creative individuals with business talent are significantly more selfish than all others, including the creative with business talent. This finding applies to both certain and risky payoffs with and without negative externalities. The paper makes a contribution to entrepreneurship research by qualifying the implications of talent allocation models and highlighting the importance of distinguishing between the two types of entrepreneurial talent. We also add to the field of experimental economics by advancing research on altruism under risk and with negative externalities.

show abstract

Section: Introductionmentioning

confidence: 98%

The good, the bad, and the talented: Entrepreneurial talent and selfish behavior

Weitzel

Urbig

Desai

et al. 2015

Global Entrepreneurship, Institutions and Incentives

View full text Add to dashboard Cite

show abstract

“…Moreover, harmoniously passionate entrepreneurs tend to use heuristics less but engage more in analytic strategies because positive emotional experiences enhance cognitive flexibility by enabling entrepreneurs to build on or connect cognitive frameworks in a novel manner Ward 2004). For instance, a positive affective state indicates that the decision maker can use mental resources to broaden his or her thought-action repertoire .…”

Section: Harmonious Passion and Entrepreneurs' Opportunity Exploitationmentioning

confidence: 99%

Entrepreneurial Cognition

Shepherd

Patzelt²

2018

View full text Add to dashboard Cite

“…Ward (2004) évoque entre autres la combinaison conceptuelle 1 et le raisonnement analogique 2 comme des processus créatifs permettant l'émergence d'idées nouvelles. Pour l'auteur, l'application de ce type de processus créatifs permet de maximiser l'utilisation des connaissances et de l'information, favorisant ainsi l'entrepreneuriat.…”

Section: Créativité Et Identification D'opportunitésunclassified

L’identification collective d’opportunités

Tremblay

2014

ipme

View full text Add to dashboard Cite

Editions EMS -In Quarto SARL ISSN 0776-5436 (imprimé) 1918-9699 (numérique) Découvrir la revue Citer cet article Tremblay, M. (2014). L'identification collective d'opportunités : La créativité au service de l'entrepreneuriat. Revue internationale P. M.E., 27(1), 99-124. doi:10.7202/1025691ar Résumé de l'article Pour plusieurs aspirants entrepreneurs, trouver une « bonne » opportunité est une étape difficile. Arriver à reconnaître une opportunité nécessite, au niveau individuel, un certain nombre de connaissances et d'informations, de même qu'une certaine dose de créativité. Pour pallier ces limites individuelles, une avenue intéressante est de mettre à contribution des groupes ou une collectivité pour identifier des opportunités, ce qui permet de multiplier les connaissances et favorise la créativité. C'est le pari qui a été fait dans certains milieux, en réunissant différents groupes d'acteurs dans des démarches structurées afin de reconnaître des opportunités dans leur environnement. Bien qu'intéressantes, ces démarches posent la question suivante :

show abstract

Cognition, creativity, and entrepreneurship

Cited by 673 publications

References 34 publications

The good, the bad, and the talented: Entrepreneurial talent and selfish behavior

The good, the bad, and the talented: Entrepreneurial talent and selfish behavior

Entrepreneurial Cognition

L’identification collective d’opportunités

Contact Info

Product

Resources

About