Prior literature suggests many benefits stemming from founders’ strong identification with their firms. We suggest, however, that there is also a potential dark side. We argue that founders can become overidentified with their organizations, making them more likely to engage in irresponsible behavior that protects the firm but harms others, as moral and societal norms are viewed as obstacles to fulfilling an organization’s goals.
The sixth annual conference will convene thoughts leaders from academics, industry and government to debate the most challenging current issues in the field of entrepreneurship and set the agenda for future research and policy.
Learning from negative outcomes is of fundamental interest to scholars. Yet most research in this area explores learning from actual outcomes. By contrast, we add to the literature by setting forth a theoretical framework that highlights learning from the anticipation of negative outcomes rather than actual outcomes. Using an inductive, multiple case research design, we develop an emergent typology for how anticipatory learning occurs.
The rise of crowdsourcing platforms as a potential source for innovative ideas presents a challenge: How do you attract contributors to work on your particular problem?1 Past research has demonstrated the importance of well-crafted problem statements as a means to attract more innovative solutions. But what really goes into a problem statement that engages the crowd? Do the statements that attract a large number of proposed ideas share common elements?
This special issue is intended to present the state-of-the-art research progress on related subjects and to foster additional research in this important emerging area in production and operations management.
We examine whether changes to corporate governance arising from board reforms affect corporate tax behavior. While the relation between corporate governance and tax behavior has been the subject of intense interest in the literature, prior research has been hampered by a lack of exogenous variation.
In the" Leading Your Organization and Maintaining Strong Culture in the midst of FUD (fear, uncertainty, and doubt)" session, panelists will talk specifically about how to keep your team positive and motivated in these challenging times. They will share leading indicators to assess if people on a team are struggling, tips for keeping yourself positive and suggestions for creating a sense of team and togetherness virtually.
Interorganizational relationships connect people affiliated with organizations rather than corporate actors themselves. The managers and owners of organizations therefore do not always control these connections and consequently often cannot profit from them. We discuss the circumstances under which individuals (versus organizations) own these relationships (and therefore also the social capital generated by them).
If companies are going to provide equitable advancement opportunities for remote and hybrid workers, managers must be mindful and leaders must lead, say Jami Stewart of Cisco Systems Inc. and Jes Averhart of Jes & Co., speakers at a recent discussion hosted by the Kenan Institute-affiliated UNC Entrepreneurship Center and the Research Triangle Foundation. Also: A company’s commitment to social impact can be a key to adding and keeping talented young employees.
Mark Little, executive director of CREATE, a Kenan Institute-affiliated center, has been named to the inaugural North Carolina Black Entrepreneurship Council (NC BEC). The council was founded by NC IDEA, a private foundation committed to supporting entrepreneurial ambition and economic empowerment in North Carolina.
This paper examines how US immigration-induced labor mobility frictions affect entrepreneurship and firm monopsony. I exploit a natural experiment in the US immigration system that unexpectedly increased Green Card (GC) related job-switching frictions for Indian and Chinese immigrants in October 2005. Using matched employee-employer data from LinkedIn, I confirm that this shock reduced inter-firm employee mobility for Indian and Chinese employees.
Society faces a series of major problems, such as climate change, which require transformative technological change as part of the solution. From our 2022 Frontiers of Entrepreneurship Conference, MIT Sloan School of Management Professor Jacquelyn Pless, Duke University Professor Emeritus Eric Toone and Kenan Institute Chief Economist Gerald Cohen explore the potential and limits of entrepreneurship in solving these problems.
This event is a networking meetup for Black entrepreneurs in the UNC Entrepreneurship Center community. The event will start with Zoom breakout rooms for networking and authentic conversations followed by a moderated panel discussion with three Black entrepreneurs.
The UNC Entrepreneurship Center has publicly expressed its support of the Black Lives Matter movement, and is committed to diversity and being allies to the black community. We will continue to prioritize increasing representation and inclusion in the work that we do at UNC and in the greater community. This session will focus on discussing the various journeys of Black entrepreneurs in our ecosystem.
Socialization theory has focused on enculturating new employees such that they develop pride in their new organization and internalize its values. We draw on authenticity research to theorize that the initial stage of socialization leads to more effective employment relationships when it instead primarily encourages newcomers to express their personal identities.
Goals and the performance feedback on those goals are fundamental to organizational learning and adaptation. However, most research has focused on single overall, high-level organizational goals, while ignoring important operational goals farther down in the goal hierarchy.
The multigenerational survival rate for family-owned businesses is not good. Lack of a shared vision for the family enterprise and weak next-generation leadership are often cited as two of the leading reasons for the failure of family firms to successfully transition from one generation of family ownership to the next. The climate of the business-owning family has also been suggested as important to the performance of the family enterprise. Despite these commonly held tenets, there is a lack of rigorous quantitative research that explores the relationships among these three factors.
Voice, or the expression of work-related suggestions or opinions, can help teams access and utilize members’ privately held knowledge and skills and improve collective outcomes. However, recent research has suggested that sometimes, rather than encourage positive outcomes for teams, voice from members can have detrimental consequences.
Participants include Jim Goldman, Assistant Professor of Financial Economics, University of Toronto; Eva Steiner, Associate Professor of Real Estate, Penn State University; Jay R. Ritter, Joseph B. Cordell Eminent Scholar, Warrington College of Business, University of Florida; Allyson Tucker, Chief Investment Officer, Washington State Investment Board; Michael Elio, Partner, StepStone; Christian Lundblad, Richard Levin Distinguished Professor of Finance, Director of Research, Kenan Institute of Private Enterprise; Matt Harvey, Managing Director, Head of Direct Lending, PGIM Private Capital; and David Sambur, Apollo Global Management, Inc.