Entrepreneurs’ negotiation behavior

Artinger, Sabrina; Vulkan, Nir; Shem-Tov, Yotam

doi:10.1007/s11187-014-9619-8

Cited by 34 publications

(34 citation statements)

References 48 publications

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“…This is in line with Venkataraman et al's (2012) plea for a new nexus of entrepreneurship around actions and interactions and their call for empirical research that takes interactions between entrepreneurs and their stakeholders as the unit of analysis. Currently, there are only a handful of studies dealing with the process of inter-subjective interactions in entrepreneurial negotiations (e.g., Artinger et al, 2015;Hellmann and Wasserman, 2011), yet opportunities to develop this line of research are plentiful. An especially promising direction for such research would be to expand the conceptualization of uncertainty to include interpretive uncertainty, the uncertainty that arises when parties in an exchange hold conflicting cognitive frames (Weber and Mayer, 2014).…”

Section: Directions For Future Researchmentioning

confidence: 99%

Toward a dynamic process model of entrepreneurial networking under uncertainty

Engel

Kaandorp²,

Elfring³

2017

Journal of Business Venturing

193

263

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Although research has begun to acknowledge the strategies by which entrepreneurs form and maintain network ties, most efforts to date present an incomplete picture of entrepreneurs as heroic network architects who search, plan, and pursue contact with targeted ties. Herein, we briefly review this nascent literature, argue that it has so far overlooked alternatives in favor of an overly planned and instrumental perspective, and consider the implications of incorporating the notion of uncertainty into investigations of how entrepreneurs engage in networking. We therefore take a novel perspective on entrepreneurial networking and theorize about how entrepreneurs act when desired ties cannot be identified in advance, networking outcomes cannot be predicted, and ongoing social interactions fuel the emergence of new objectives. Overall, we add important insights to the literature, as we flesh out a dynamic networking process that unfolds alongside efforts to create a new venture. We then discuss how this model, which highlights distinctive elements such as altruism, pre-commitment, serendipity, and cocreation, can stimulate a broader research agenda focused on the inquiry of networking agency under uncertainty.

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Section: Directions For Future Researchmentioning

confidence: 99%

Toward a dynamic process model of entrepreneurial networking under uncertainty

Engel

Kaandorp²,

Elfring³

2017

Journal of Business Venturing

193

263

View full text Add to dashboard Cite

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“…In the current study, based on the criterion of choosing traits, not only relevant to business action (Holland, 1985;Vinchur, Schippmann, Switzer III, & Roth, 1998) but also relevant to different facets of the personality (Judge, Locke, & Durham, 1997) the following traits were included: need for achievement, optimism, locus of control, and risk taking. In terms of skills, the negotiation skills were also put into test as they are considered to be of high importance in the business world (Artinger, Vulkan, & Shem-Tov, 2015).…”

Section: Entrepreneur's Personality Traits and Skillsmentioning

confidence: 99%

“…In addition to personality traits, negotiation skills are considered essential management skills (Banting & Dion, 1988). Research unearthed an interesting finding namely that entrepreneurs may close fewer deals than non-entrepreneurs, however, these deals produce a much higher profit (Artinger et al, 2015). Scholars have pinpointed the need of proper training of entrepreneurs in order to be able to use a palette of negotiation skills (Guerrero & Richards, 2015).…”

Section: Entrepreneur's Personality Traits and Skillsmentioning

confidence: 99%

We survived this! What managers could learn from SMEs who successfully navigated the Greek economic crisis

Kottika

Özsomer

Rydén

et al. 2020

Industrial Marketing Management

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Small and medium size enterprises in both business to business and consumer markets are particularly vulnerable to economic downturns. Concentrating on the Greek economic crisis, one of the toughest and most prolonged on a global scale, the present research sheds light on both anthropocentric and business-centric factors that helped SMEs survive, therefore, providing a valuable survival manual. Per findings of two studies performed under the given economically intense conditions, it is evidenced that the right answer to survival rests upon: (a) the entrepreneurs' personality traits and skills that affect the market and entrepreneurial orientations of SMEs, (b) the adoption of such orientations that keep impacting the firms' performance, and finally (c) the implementation of strategy relevant to reaching higher quality standards for products and services, combined with tactics relevant to downsizing, marketing actions, extroversion, and financial management.

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“…This could support researchers when answering questions such as what happens to the freed up equity (Breugst et al 2015), or how power relations change when team composition is fluid. Power influences the ability of entrepreneurs to negotiate within their teams (Ruef 2009), and entrepreneurs are found to negotiate more assertively than non-entrepreneurs, extensively utilizing emotions in their negotiation behaviors (Artinger et al 2015). Given the potentially highly emotional context of ETMEs and the necessity to negotiate the outcomes (Cardon et al 2005;Loane et al 2014), we argue that ETMEs serve as extreme cases to study negotiations, providing fertile ground for new insights into entrepreneurial behaviors and the role of emotions in entrepreneurial processes.…”

Section: The Role Of Power and Negotiations In Etme Routesmentioning

confidence: 85%

Investigating the process of entrepreneurial team member exits: a systematic review and future research directions

Gregori

Parastuty

2020

Rev Manag Sci

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Entrepreneurial teams are dynamic entities that frequently experience the exit of individual team members. Such entrepreneurial team member exits (ETMEs) entail serious consequences for the exiting individual, the remaining team, and the performance of the affected venture. While ETMEs are receiving increasing scholarly attention, the research landscape is still considerably fragmented. This is the first article to take stock, analyze, and discuss this crucial and emerging field of research by providing a systematic review of the literature on ETMEs. We identify central themes comprising of antecedents, routes, consequences, and the contextual embeddedness of ETMEs and integrate them into a comprehensive processual framework. Based on this framework, we contribute to the research on ETMEs by discussing the themes in the light of promising theoretical perspectives, introducing novel ideas, concepts, and approaches to enrich future avenues. Specifically, we propose to expand the concept of team heterogeneity to advance our understanding of antecedents as well as to investigate power relations and negotiation behavior within ETME routes. In addition, we offer ways to resolve the sometimes inconsistent findings in terms of venture consequences and present a fertile approach for a more in-depth cultural contextualization of the phenomenon.

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Entrepreneurs’ negotiation behavior

Cited by 34 publications

References 48 publications

Toward a dynamic process model of entrepreneurial networking under uncertainty

Toward a dynamic process model of entrepreneurial networking under uncertainty

We survived this! What managers could learn from SMEs who successfully navigated the Greek economic crisis

Investigating the process of entrepreneurial team member exits: a systematic review and future research directions

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