The interplay of entrepreneurial orientation and psychological traits in explaining firm performance

Palmer, Carolin; Niemand, Thomas; Stöckmann, Christoph; Kraus, Sascha; Kailer, Norbert

doi:10.1016/j.jbusres.2017.10.005

Cited by 134 publications

(97 citation statements)

References 121 publications

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“…Significantly, organizational support can mitigate adverse psychological factors among employees (Sarfraz et al, 2019a). However, scant literature has examined the psychological aspects of the upper echelon, specifically among small-medium-sized enterprises (Palmer et al, 2019). Meanwhile, entrepreneurial behavior has been studied using individual attributes (education, age, etc.…”

Section: Introductionmentioning

confidence: 99%

Demonstrating the Impact of Cognitive CEO on Firms’ Performance and CSR Activity

et al. 2020

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One aspect of entrepreneurship psychology also clarifies individual characteristics. Drawing from entrepreneurship psychology, the concept of a cognitive CEO has been formulated using the DAE statistical technique. The study elucidates that cognitive CEOs not only boost SME performance but also invigorate CSR activity. Data for listed SMEs for the years 2016-2018 are analyzed through the panel regression technique. Significantly, the study demonstrates that CEO age is positively interlinked with the growth and CSR activity of the firm. Moreover, the empirical underpinning of the results also reveals that state-owned enterprises and firms with high total assets prefer cognitive CEOs, who accelerate the firm's value and invigorate CSR activity. The number of independent directors is analyzed as a moderator and is concluded to be an intensifier for both SME growth and CSR activity. Finally, 2SLS instrumental panel regression is used to validate the veracity of the empirical results.

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Section: Introductionmentioning

confidence: 99%

Demonstrating the Impact of Cognitive CEO on Firms’ Performance and CSR Activity

et al. 2020

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“…Therefore, when green transformational leadership emerges, it may have a "trickle-down effect". Similarly, the psychological characteristics of employees can be used to explain corporate performance [31]. Having a high degree of self-confidence makes people more likely to initiate actions, pursue actions, and persevere because they are confident that they can handle what they want or need to do [6,32].…”

Section: Introductionmentioning

confidence: 99%

Promoting Green Product Development Performance via Leader Green Transformationality and Employee Green Self-Efficacy: The Moderating Role of Environmental Regulation

Zhang

Sun

2020

IJERPH

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By integrating internal green self-efficacy and external environmental regulation, this research investigates the relationship between green transformational leadership and green product development performance. Taking 23 new energy vehicle enterprises in China as samples, we collected 298 valid questionnaires and verified the hypotheses through structural equation modeling. The results show that both green transformational leadership and green self-efficacy can promote green product development performance; green self-efficacy mediates the positive relationship between green transformational leadership and green product development performance, while environmental regulation positively moderates the mediating effect of green self-efficacy. Furthermore, environmental regulation and green self-efficacy interact to promote green product development performance. Our research provides a new perspective to understand how green transformational leadership is related to green product development performance and how this relationship is molded by contextual antecedents. Enterprises need to comprehensively consider the green influence of transformational leadership, green driving of employees themselves, and green linkage among organizations (macro policy guidance, passive market incentives, and self-issued actions) to improve green product development performance. Limitations and future scope are discussed.

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“…These findings indicate the effect of commitment at work and point to harmful outcomes of job dedication. Unethical behaviour at work might less depend on hierarchy and related authority or general personality traits (Palmer, Niemand, St€ ockmann, Kraus, & Kailer, 2019), but more on job-related psychological variables.…”

Section: Discussionmentioning

confidence: 99%

Exploring dark creativity: the role of power in an unethical marketing task

Palmer

Kraus

Soriano

2020

Economic Research-Ekonomska Istraživanja

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Creativity is seen as a significant driver for successful marketing activities. However, little attention is paid to its shady side and little research on the prerequisites for unethical behaviour of marketing experts and executives is on hand. In our experimental study, we examine the mutual influence of power, honesty-humility, and benevolent creativity as predictors for 'dark creativity' (the use of creative ideas for malevolent actions). Participants (N ¼ 387) were randomly assigned to a high vs. low power condition (role of marketing director vs. marketing intern). Dark creativity was correlated to benevolent creativity, power motive, and honesty-humility, but did not depend on the power condition participants have been assigned to. In a hierarchical regression analysis only benevolent creativity and power motive predicted dark creativity. Additional variance was explained by role identification. This article is the first to investigate the impact of power on creativity in an immoral occupational task. Our findings support the concept of dark creativity as a combination of cognitive abilities and motivational aspects. The manipulation of power condition should be replicated in further research.

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The interplay of entrepreneurial orientation and psychological traits in explaining firm performance

Cited by 134 publications

References 121 publications

Demonstrating the Impact of Cognitive CEO on Firms’ Performance and CSR Activity

Demonstrating the Impact of Cognitive CEO on Firms’ Performance and CSR Activity

Promoting Green Product Development Performance via Leader Green Transformationality and Employee Green Self-Efficacy: The Moderating Role of Environmental Regulation

Exploring dark creativity: the role of power in an unethical marketing task

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