The conflict potential of the entrepreneur's decision-making style in the entrepreneur-investor relationship
dc.contributor.author | Appelhoff, Daniel | |
dc.contributor.author | Mauer, René | |
dc.contributor.author | Collewaert, Veroniek | |
dc.contributor.author | Brettel, M. | |
dc.date.accessioned | 2017-12-02T14:53:00Z | |
dc.date.available | 2017-12-02T14:53:00Z | |
dc.date.issued | 2016 | |
dc.identifier.doi | 10.1007/s11365-015-0357-4 | |
dc.identifier.uri | http://hdl.handle.net/20.500.12127/5087 | |
dc.description.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. | |
dc.language.iso | en | |
dc.subject | Effectuation | |
dc.subject | Causation | |
dc.subject | Task Conflict | |
dc.subject | Venture Capital | |
dc.title | The conflict potential of the entrepreneur's decision-making style in the entrepreneur-investor relationship | |
dc.identifier.journal | International Entrepreneurship and Management Journal | |
dc.source.volume | 12 | |
dc.source.issue | 2 | |
dc.source.beginpage | 601 | |
dc.source.endpage | 623 | |
vlerick.knowledgedomain | Entrepreneurship | |
vlerick.typearticle | Journal article with impact factor | |
vlerick.vlerickdepartment | EGS | |
dc.identifier.vperid | 152292 | |
dc.identifier.vperid | 152294 | |
dc.identifier.vperid | 76153 | |
dc.identifier.vperid | 128584 | |
dc.identifier.vpubid | 6320 |