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dc.contributor.authorAppelhoff, Daniel
dc.contributor.authorMauer, René
dc.contributor.authorCollewaert, Veroniek
dc.contributor.authorBrettel, M.
dc.date.accessioned2017-12-02T14:53:00Z
dc.date.available2017-12-02T14:53:00Z
dc.date.issued2016
dc.identifier.doi10.1007/s11365-015-0357-4
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5087
dc.description.abstractWhile 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.isoen
dc.subjectEffectuation
dc.subjectCausation
dc.subjectTask Conflict
dc.subjectVenture Capital
dc.titleThe conflict potential of the entrepreneur's decision-making style in the entrepreneur-investor relationship
dc.identifier.journalInternational Entrepreneurship and Management Journal
dc.source.volume12
dc.source.issue2
dc.source.beginpage601
dc.source.endpage623
vlerick.knowledgedomainEntrepreneurship
vlerick.typearticleJournal article with impact factor
vlerick.vlerickdepartmentEGS
dc.identifier.vperid152292
dc.identifier.vperid152294
dc.identifier.vperid76153
dc.identifier.vperid128584
dc.identifier.vpubid6320


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