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International Entrepreneurship and Management Journal

Erschienen in:

01.06.2016

The conflict potential of the entrepreneur’s decision-making style in the entrepreneur-investor relationship

verfasst von: Daniel Appelhoff, René Mauer, Veroniek Collewaert, Malte Brettel

Erschienen in: International Entrepreneurship and Management Journal | Ausgabe 2/2016

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Abstract

While prior research has indicated the importance of conflicts between investors and entrepreneurs, little is known about their causes. We use theory on entrepreneurial decision-making to examine the impact of a founding team’s causal versus effectual decision style on the level of perceived task conflict that founders experience with their venture capitalists. Based on a sample of 141 German ventures, we find that a founding team perceives fewer conflicts when following the causal principle of overcoming the unexpected and the effectual principle of affordable loss.

Vorheriger Artikel Network ties and entrepreneurial orientation: Innovative performance of SMEs in a developing country

Nächster Artikel Chao Guo and Wolfgang Bielefeld: Social entrepreneurship: an evidence-based approach to creating social value

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As a robustness check, we reran the analyses excluding openness of relations. Results remained robust.

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Titel: The conflict potential of the entrepreneur’s decision-making style in the entrepreneur-investor relationship
verfasst von: Daniel Appelhoff
René Mauer
Veroniek Collewaert
Malte Brettel
Publikationsdatum: 01.06.2016
Verlag: Springer US
Erschienen in: International Entrepreneurship and Management Journal / Ausgabe 2/2016
Print ISSN: 1554-7191
Elektronische ISSN: 1555-1938
DOI: https://doi.org/10.1007/s11365-015-0357-4

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