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Drawing on emotion regulation theory, this study investigates if and how emotion suppression informs relationship viability within new venture teams (NVTs) when such teams face obstacles. In particular, we use a dyadic approach to examine the suppressor’s authenticity and team members’ perceptions of appropriateness as mediators in the link between emotion suppression and relationship viability. A round-robin study with 93 respondents nested in 37 NVTs, which generated 167 observations, provides empirical support for the theoretically derived model by showing that both authenticity and appropriateness fully mediate the relationship between emotion suppression and relationship viability. In particular, the findings show that the negative indirect effect of emotion suppression on relationship viability via authenticity is larger than the positive indirect effect via appropriateness. A follow-up study after two years indicates that relationship viability and emotion suppression significantly predict venture survival. Together, these findings make ample contributions to the literature and provide interesting opportunities for further research.

Emotions play an important role in decision-making and they can impact individual as well as shared decisions. With increasing complexity of the decision, the potential for emotions to influence the outcome increases. Emotions are thus an influential factor in oncological decision-making which is a complex and high-stakes situation. As the shared decision-making process is at the center of patient-centric decisions, we model emotions as social information that inform the shared decision-making process. We present and explain a range of emotional concepts, together with a specific clinical example, that can impact the shared decision-making process. Our process model shows that emotions are experienced in various combinations before, during, and after a shared decision is made and how patients’ and physicians’ emotions interact and spill over during a shared decision situation. Overall, our process model and specific example show how emotions can impact shared decision-making in oncology in a multitude of ways. With this paper, we want to raise awareness of the role of emotions in the shared decision-making process, as emotions are often not explicitly recognized as decision criteria. Increased awareness of emotions may help their optimal utilization and reduce their influence as a bias in shared decision-making.

The creative industries are facing tremendous changes due to fast development of new technologies, new stakeholder structures, more complex governance and a continuous demand for content due to new distribution channels. Despite these drastic changes, the creative industries want and need to preserve their cultural heritage to overcome volatility. A potential way for the creative industry to face these changes may be to transform creative projects towards agile project management. Due to the popularity and success of agility in project management in software domains, extant research details the benefits and challenges of agility and agile methods, but we lack a comprehensive picture of a possible integration of agility in creative industries. Therefore, this paper systematically reviews the literature on agility and agile methods in the creative industries and develops a framework that focuses particularly on the audiovisual industries such as motion picture, music, mobile and video gaming industry. Based on our framework, we identified eleven specific drivers of agile project management for the creative industries within our 31 paper. Overall, our results identify a significant potential for future research on agile project management in creative industries and emphasize agility as an ‘accelerator’ of transformation.

In the course of continuous volatility like production stops due to COVID-19 pandemic, video-on-demand player monopolize the film industry, while filmmakers are stuck in traditional, linear content development processes. The traditional film industry has to become more agile in order to react quickly and easily to unexpected changes and competitive pressure. Despite the benefits of agility demonstrated in software development and successfully integrated agility into project management, the adaptation in creative industries such as content development for film production have largely been neglected. To determine the potential value for agility in the film industry, we build on theory about agile project management and examine in an online survey with 184 German filmmakers (producers, authors, directors, actors, film financiers), if the Agile Manifesto values and principles from the Software Development can be adapted to the film industry. Based on our data, we validated the agile manifesto for the film industry with content development specific four values related to nine own principles. Our results show that it is crucial to digitalize traditional content development to agile content development end-to-end, with digital tools, lean processes, new collaboration structures and holacracy to prepare for any volatility. Our findings help to get a better understanding of the agile manifesto beyond the Software Development as a guideline for implementing agility in the Film Industry.

Extant studies promote opportunity belief as an antecedent of entrepreneurial action. However, we do not sufficiently understand how beliefs about the desirability and feasibility of an entrepreneurial opportunity are formed. We argue that desirability and feasibility are related but distinct micro-foundations of entrepreneurial action formed through different cognitive-emotional mechanisms. Drawing on the appraisal tendency framework, we investigate the indirect effects of three basic emotions (anger, fear and happiness) on desirability and feasibility through the appraisal tendency of controllability. In an experimental study ( N = 191), we find evidence for the distinctiveness and interconnectedness of desirability and feasibility beliefs. In addition, our findings show that desirability can be predicted by emotions through controllability, but we cannot predict feasibility through the same appraisal process. Our study seeks insights concerning how desirability and feasibility beliefs regarding an entrepreneurial opportunity are distinctively formed based on the inner cognitive and emotional processes of individuals.

The study of emotions and cognitions during the entrepreneurial process is a rising and promising research stream. Because these psychological constructs are particularly difficult to grasp with conventional behavioral study methods, this chapter attempts to stimulate complementary neuroscientific research in the field of neuroentrepreneurship. For this purpose, this chapter first reviews selective studies from the field of affective and cognitive neuroscience. After that, I describe some important design issues to consider before starting to conduct a neuroentrepreneurial study. Eventually, I present five neuroentrepreneurial study designs that entail the study of emotions and cognitions in entrepreneurs and can potentially give new insights into existing behavioral evidence. With this chapter, I hope to stimulate thought and action for an increase in rigorous and relevant neuroentrepreneurial studies.

Over the last 20 years, there has been growing interest in the “dark” side of leadership. This pa-per systematically reviews the literature on dysfunctional leadership and synthesizes the diverse d...

Even though funding is important for new venture creation, new ventures often struggle to secure funding. Additional complexity arises because new ventures mobilize resources from different actors ...

Managers often have limited available time to make high-quality strategic decisions that are both original and feasible. This joint objective is important but difficult to achieve because under time constraints, managers must combine different cognitive processes that are often influenced by emotional states. However, research investigating how time constraints and emotions interact and impact the quality of strategic decisions is scarce. Building upon the affect infusion model and information processing perspective, our experimental study involving 174 managers shows that the impact of time constraints and emotions varies across the two decision-making tasks of strategic idea generation and strategic choice. In particular, compared to the managers in a neutral emotional state under low time constraints, the happy managers under high time constraints seemed to generate fewer original and fewer feasible strategic ideas and appeared to make worse original strategic choices, while compared to the managers in a neutral emotional state under low time constraints, the sad managers under high time constraints made better original strategic choices. Our study contributes novel insight into behavioral strategy research by showing how time constraints and emotions causally and jointly influence different quality dimensions in various tasks involving strategic decision-making.

An individual’s commitment stimulates action, but we know little about how entrepreneurial commitment initially emerges. Utilising affect-as-information and the appraisal theory, our objective is to investigate the influence of situational emotional information on the venture goal commitment of individuals, defined as commitment to the goal of starting a new venture. Based on a correlational pilot study and an experimental scenario approach, we first link encouragement and discouragement provided by the individual’s parents and friends to venture goal commitment and test the mediating role of opportunity evaluation. Second, we find that emotional intelligence plays a moderating role in the relationship between situational emotional information and venture goal commitment as mediated through opportunity evaluation. Overall, our research underscores the emotional and cognitive mechanisms that shape venture goal commitment by explaining how and under which conditions situational emotional information is internalised and venture goal commitment emerges.

Many important decisions are made without precise information about the probabilities of the outcomes. In such situations, individual ambiguity attitudes influence decision making. The present study identifies emotions as a transient cause of ambiguity attitudes. We conducted two random-assignment, incentive-compatible laboratory experiments, varying subjects’ emotional states. We find that sadness induces choices that are closer to ambiguity-neutral attitudes compared with the joy, fear, and control groups, where decision makers deviate more from payoff-maximizing behavior.

We examine whether having previously been self-employed is a negative signal on the job market. In a UK field experiment where two applications of otherwise equally qualified individuals were sent out in response to the same vacancies in human resource management, we find that entrepreneurs systematically receive fewer responses than non-entrepreneurs. Empirical studies that treat market wages as the opportunity cost of remaining self-employed are therefore likely to overestimate alternative earnings to entrepreneurship.

Although literature suggests that team affect have a significant role in team learning, empirical research on this topic is scarce. Integrating team learning theory with affect and information proc...

Recent discussions in decision sciences and economics stress the potential impact of affect on decision outcomes. In this study, we conducted incentive-compatible laboratory experiments (N = 253) to investigate whether affect causes temporary fluctuations in risk preferences. In particular, we employed film clips to induce participants into joyful, fearful and sad affective states and subsequently elicited risk preferences by asking the participants to make choices among different lotteries. The financial consequences of the lottery choices varied randomly among the fixed-, low-, and high-stakes treatment groups. We find only weak evidence that affective states influence risk preferences. In particular, we find some evidence that sadness leads to risk aversion, but we find no effects for joy and fear. Our findings question recent claims in the literature that the relationship between affect and risk preferences is strong and unambiguous.

Emotions have long been neglected in entrepreneurship research and scholars mostly focused on cognitive models and on external influences. With the argument that emotions and cognitions are inseparably intertwined came the insight that emotions and cognitions have to be studied together to gain an understanding of why some individuals become entrepreneurs while others do not. Over the past decade or so, emotion research has found its way into entrepreneurship research, and the empirical results surrounding this research look very promising in advancing the field of entrepreneurship.

Current entrepreneurship research has investigated the role of strategic actions in relation to positive performance outcomes, thereby neglecting the very common outcome that an entrepreneur disengages from a venture. As nascent venturing can be a particularly lengthy, pacing process, the time to disengagement is of upmost importance for entrepreneurs, currently trying to establish a new venture. Thus, we aim to find out why some entrepreneurs disengage earlier than others. Grounded in the debate between prediction and control-focused strategic actions, we propose hypotheses for the effects of strategic actions on time to disengagement in the nascent venturing process. Furthermore, we aim for a contextualized understanding of the actions-time to disengagement relationship by investigating cultural moderation effects. Using the harmonized panel study of entrepreneurial dynamics, we apply a competing risk survival model to investigate the likelihood of early disengagement set against the probability of pers...

Desirability and feasibility beliefs about an entrepreneurial opportunity are antecedents of entrepreneurial action, but the way such beliefs form and the distinctive cognitive–emotional mechanisms...

This paper investigates how high-profile employees with entrepreneurial abilities can be attracted, retained, and nurtured in order to foster companies’ corporate entrepreneurship through innovations. We find that the spin-along design provides entrepreneurial employees with a combination of flexibility and security (flexicurity), corporate management, and control. Based on five in-depth case studies within an innovative company, our results show that the organizational spin-along structure supports and enhances entrepreneurial employees’ motivation and leads to the attraction, nurturing, and retention of such employees. We also find that senior management has a critical leadership role in enabling such an organization design by balancing flexibility and security with control.

This research examines the interplay of opportunity evaluation and emotions as determinants of entrepreneurial exploitation, using affect-as-information theory and the affective processing principle as conceptual bases. Three central assumptions are confirmed across two studies. The first is that the effects of opportunity characteristics on exploitation are mediated by evaluation. The second is that emotions influence exploitation decisions in addition to evaluation. Fear reduces exploitation whereas joy and anger increase it. The third is that fear, joy, and anger influence evaluation’s effect on exploitation with higher levels of fear reducing and higher levels of joy and anger increasing the positive impact of evaluation on exploitation.

This paper investigates the mutual influences of managers’ emotions and time pressure during the decision-making process for strategic change. In an experimental setting, 253 managers generated ide...

Entrepreneurial commitment can be regarded as the central antecedent to entrepreneurial action. However, we know little about how situational factors influence entrepreneurial commitment. This pape...

Overconfidence is one of the most prevalent cognitive biases that can impair people’s judgment and decision quality. Recent behavioral evidence indicates that affective states can be a transient ca...

Current studies indicate that self-employment may be a negative signal to potential employers, but the reasons have not been identified. We investigate job candidates’ human capital and environmental characteristics based on 135,000 observations of job candidates and recruiters from an online job market portal. Our results demonstrate that job candidates who are entrepreneurial are significantly less interesting to recruiters for wage employment than employed job candidates. Recruiter interest in entrepreneurial job candidates depends on entrepreneurial job candidate’s education, job tenure, current salary, prior industry experience, and level of entrepreneurial activity in their country of origin.

Joy is a potential transient cause of overconfidence. We study its effects on absolute and relative overconfidence in an incentive compatible decision experiment. In the experiment, a general knowledge task of medium difficulty is used to measure confidence. We report two main results. First, joy indeed increases the tendency to be overconfident. Second, making an irrelevant cause of joy salient to people (i.e. by showing them a humorous movie clip) leads to well-calibrated judgments. Our results are consistent with the affect-as-information hypothesis, which suggests that affective states with a non-salient and irrelevant cause have an informative function that can lead to biased judgments. However, if the cause of the affective state is salient and obviously irrelevant (i.e. a humorous movie), the informative function is deactivated, leading to better judgments and decisions.

Many important decisions are made without precise information about the probabilities of the outcomes. In such situations, individual ambiguity attitudes influence decision making. The present study identifies affective states as a transient cause of ambiguity attitudes. We conducted two random-assignment incentive-compatible experiments, varying subjects’ affective states. We find that sadness induces choices that are closer to ambiguity-neutral attitudes compared to the joy, fear, and control group where decision makers deviate more from payoff- maximizing behavior and are more susceptible to likelihood insensitivity. We also find a similar pattern in a representative population sample where cloudy weather conditions at the day of the survey - a proxy for sad affect - correlate with more ambiguity-neutral attitudes. Our results may help to explain real- world phenomena such as financial markets that react to regular fluctuations in weather conditions.

Empirical studies have shown that entrepreneurs earn, on average, less than the market wage for employees with otherwise similar characteristics. We examine whether having previously been self-employed is in itself a negative signal on the job market. In a field experiment where two applications of otherwise equally qualified individuals were sent for the same vacancies, we find that entrepreneurs systematically receive fewer responses than non-entrepreneurs. Thus, it appears that the earnings differential is partially explained by the fact that entrepreneurs do not have access to the reference jobs in practice. We discuss what type of unfavorable information self-employment may carry.