Help Me Do It on My Own: How Entrepreneurs Manage Autonomy and Constraint within Incubator Organizations

Seidel, Victor P.; Packalen, Kelley A.; O’Mahony, Siobhán

doi:10.1108/s0733-558x20160000047021

Cited by 13 publications

(7 citation statements)

References 33 publications

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“…We build on and extend recent research on incubators and organizational sponsorship more broadly (Ayatse et al, 2017; Harper-Anderson & Lewis, 2018; Seidel et al, 2016), by providing new insights into which kind of network leadership is effective in an incubator context (Giudici et al, 2018). Community-Enabling Leadership emerged as an effective leadership style for empowering others to lead and exploit emerging, often serendipitous, encounters and networks.…”

Section: Discussionmentioning

confidence: 99%

Planned Luck: How Incubators Can Facilitate Serendipity for Nascent Entrepreneurs Through Fostering Network Embeddedness

Busch

Barkema

2020

Entrepreneurship Theory and Practice

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Incubators often play an important role in facilitating networks for entrepreneurs. However, nascent entrepreneurs typically face high uncertainty and goal ambiguity, and which ties could provide the resources needed for achieving the respective goal is often unknown in advance. How do incubators facilitate entrepreneurs’ network embeddedness in the context of such uncertainty? Using an explorative case-study approach, we studied an incubator in Kenya, an extreme setting from an uncertainty perspective. Our findings show how in high-uncertainty contexts, a social structure that allows for flexibility can provide the conditions under which unexpected discoveries are enabled, facilitating opportunity-inducing networks.

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Section: Discussionmentioning

confidence: 99%

Planned Luck: How Incubators Can Facilitate Serendipity for Nascent Entrepreneurs Through Fostering Network Embeddedness

Busch

Barkema

2020

Entrepreneurship Theory and Practice

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“…Furthermore, a deeper understanding of practices as a theoretical approach that combines individual as well as organizational networking activities in the entrepreneurial process would set the stage for a more realistic picture of the embeddedness of entrepreneurial activity in structure (Jack and Anderson, ). Such studies could also take into consideration the recent finding that intermediaries may not always be supportive of the new venture success, because it may constitute indirect ties to competitors and even be detrimental (Pahnke et al ., ), or resources provided may be bundled with unexpected constraints, thus threatening organizational autonomy (Seidel, Packalen and O'Mahony, ). Finally, entrepreneurial firms are considered to be very important for sectorial or regional innovation systems (Cooke, Heidenreich and Braczyk, ; Sapsed, Grantham and DeFilllippi, ).…”

Section: Discussionmentioning

confidence: 99%

Another Post‐heroic View on Entrepreneurship: The Role of Employees in Networking the Start‐up Process

Braun

Ferreira

Schmidt

et al. 2017

British J of Management

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Moving beyond the present post‐heroic perspective known from leadership and entrepreneurship research that emphasizes the importance of external context, we shift the focus from the entrepreneurial luminary and his or her core team to the entrepreneurial firm as an organization with employees. This organizational view captures the vital role of employees, in particular for deepening the external relationships of the firm. Towards this end, the authors investigate how three antecedents increase the organizational innovativeness of start‐ups: (i) the external relationships of the start‐up; (ii) the initiation and maintenance of such relationships through networking by entrepreneurs and employees; and (iii) the differentiation of hierarchical levels in this process. A survey‐based study drawing from the data of 96 entrepreneurs and 228 employees in start‐ups is conducted. To analyse the data, the authors tested the conditional indirect effects through a multilevel moderated mediation analysis. According to the results, interorganizational relationships (IORs) are particularly effective for entrepreneurial innovativeness if networking practices are pursued at the employee level. The collective involvement of employees in fact has a mediation effect compared with the individual efforts developed by the entrepreneur. These findings advance the post‐heroic perspective by emphasizing the distinctive role of employees in the utilization of IORs.

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“…Starting in the subsequent week, each management team member received weekly e-mail invitations (each Friday) to participate in a short online survey for 26 consecutive weeks. The period of 26 weeks -half a year -is consistent with other studies on new venture management teams (Bøllingtoft and Ulhøi, 2005;Dai et al, 2016;Seidel et al, 2016). We chose weekly intervals because this unit captures new venture managers' 'week-to-week thinking' about key challenges in their venture (Leonard and Swap, 2000, p. 81).…”

Section: Sample and Proceduresmentioning

confidence: 89%

When is Effort Contagious in New Venture Management Teams? Understanding the Contingencies of Social Motivation Theory

Breugst

Patzelt

Shepherd

2020

J Management Studies

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Consistent with social motivation theory, prior research on managerial motivation suggests that effort is contagious across management team members. In this study, we draw on belongingness theory to develop a model on important boundary conditions to social motivation theory in the management team context. The model predicts that new venture managers react to their teammates' higher effort levels by investing higher effort levels themselves primarily when they are confronted with a threat-namely, low venture performance and high environmental hostility-but that effort is less contagious when managers face little threat. We test our model with a sample of 103 new venture managers nested in 51 management teams in a longitudinal setting capturing managerial effort over 26 weeks. While we do not find a direct relationship between teammates' effort and a new venture manager's subsequent effort, we find support for the crucial role of threat in triggering the contagion of managerial effort. We discuss the contributions of our study for research on management teams, performance feedback, and entrepreneurial effort in new ventures.

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Help Me Do It on My Own: How Entrepreneurs Manage Autonomy and Constraint within Incubator Organizations

Cited by 13 publications

References 33 publications

Planned Luck: How Incubators Can Facilitate Serendipity for Nascent Entrepreneurs Through Fostering Network Embeddedness

Planned Luck: How Incubators Can Facilitate Serendipity for Nascent Entrepreneurs Through Fostering Network Embeddedness

Another Post‐heroic View on Entrepreneurship: The Role of Employees in Networking the Start‐up Process

When is Effort Contagious in New Venture Management Teams? Understanding the Contingencies of Social Motivation Theory

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