Entrepreneurial burnout: exploring antecedents, dimensions and outcomes

Abstract

Purpose -The purpose of this paper is to conceptually and empirically explore the antecedents and consequences of entrepreneurial burnout -that is burnout related to the process of discovery or creation of attractive economic opportunities, the assessment of these opportunities, and the decision on the exploitation of opportunities. Design/methodology/approach -This study is a survey of entrepreneurs in New Zealand who were alumni of a university sponsored executive development course for owner-managers of smalland medium-sized enterprises. Findings -It is found that role stress is positively related to burnout and that burnout has a negative impact on organizational commitment, organizational satisfaction, and relative perceived firm performance. In addition, implications for entrepreneurs are offered with the objective of providing suggestions to mediate the negative consequences of entrepreneurial burnout.Research limitations/implications -The present study is limited by culture -the sample was drawn from New Zealand entrepreneurs; survivor bias -only successful owner-managers who self-selected for executive education were in the sampling frame; and the limits of the metrics. The first additional questions would be how widespread is the problem, and how does that vary by type of entrepreneurial endeavor? The secondary research priority concerns the antecedents of burnout in the entrepreneurial context. Practical implications -Entrepreneurial burnout may have significant social and economic costs that can be minimized with proper treatment and prevention. Originality/value -Burnout has not been extensively explored in the context of entrepreneurs.

Predicting Entrepreneurial Burnout in a Moderated Mediated Model of Job Fit

“…Second, this work moves beyond the role‐based stress perspective that extant conceptual and empirical work has predominantly taken (e.g., Shepherd et al, ; Wincent et al, ; Wincent and Örtqvist 2009). As Pollack, VanEpps, and Hayes () noted, the role‐based stress focus, though useful, has shortcomings in that it excludes affect and does not examine potential buffering effects of the stress‐outcome relation.…”

“…Thus, rather than proposing that those in entrepreneurial jobs experience work conditions that regular employees do not, we suggest that there is a variance in the intensity to which the two groups of individuals experience the studied phenomena. Second, this work moves beyond the rolebased stress perspective that extant conceptual and empirical work has predominantly taken (e.g., Shepherd et al, 2010;Wincent et al, 2008;Wincent and € Ortqvist 2009). As Pollack, VanEpps, and Hayes (2012) noted, the rolebased stress focus, though useful, has shortcomings in that it excludes affect and does not examine potential buffering effects of the stressoutcome relation.…”

Physical and mental health problems of self‐employed small business owners in South Korea

“…Based on the Job‐Demand Control Model, a traditional framework on occupational stress produced by workplace stressor and job control, one perspective suggests that entrepreneurs experience better health than those in other types of employment . Self‐employed persons may be in an active job situation due to the high workload but high decision authority for their work, thus having higher levels of life satisfaction, and well‐being, better health behaviors (eg, physical activity, and smoking), and healthier bodies (eg, less hypertension, and low blood pressure) . The other perspective, however, presents self‐employed individuals as those who will struggle with ill health due to high levels of job demand and work intensity leading to self‐exploitation .…”

Small business owners and health

“…Gumpert and Boyd (1984), however, focused on loneliness of business owners. It may contribute to the likelihood of burnout as a factor contributing again to lower experience of mental health (Jamal 2007;Shepherd et al 2010;Ben Tahar 2014;Fernet et al 2016). This loneliness can be particularly harmful when difficult decisions have to be taken such as firing employees (Torrès 2011).…”