Passion Isn't Always a Good Thing: Examining Entrepreneurs' Network Centrality and Financial Performance with a Dualistic Model of Passion

By Violet T. Ho, J. Pollack. 2014

231 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/180422d1a34e2a040499dec362ae529937377a11

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In Management of Technology and Innovation

In Social Psychology

In Strategy and Management

Citations in the corpus

Network-based Research in Entrepreneurship: A Decade in Review (2015, methodology): “While passion for one’s entrepreneurial work is believed to be beneficial to overall entrepreneurial success (Baron, 2008), Ho and Pollack (2014) argued and demonstrated that different types of passion (harmonious and obsessive) influence network centrality, which in turn lead to varying levels of…”
Promoting harmonious work passion among unmotivated employees: A two-nation investigation of the compensatory function of cooperative psychological climate (2018, background): “…been associated with positive interpersonal relationships with others (e.g., coworkers and teammates), because such passion yields positive emotions that enhance one’s closeness and relationship satisfaction with them (Ho & Pollack, 2014; Philippe, Vallerand, Houlfort, Lavigne, & Donahue, 2010).”
The dualistic model of passion for work: Discriminate and predictive validity with work engagement and workaholism (2015, methodology): “A recent study also found that entrepreneurs with high levels of HP were better at creating a good network, got more referrals, and, subsequently, a higher income (Ho & Pollack, 2014).”
A self-determination perspective of strengths use at work: Examining its determinant and performance implications (2016, unknown): “Third, strengths use can increase employees’ harmonious passion (Dubreuil et al., 2014; Forest et al., 2012), which then enhances task performance (Ho & Pollack, 2014; Ho, Wong, & Lee, 2011).”
Motivational Cues and Angel Investing: Interactions among Enthusiasm, Preparedness, and Commitment (2017, background): “Yet they also indicated that passion for a particular business may be a bad thing when it overrides and clouds the judgment of the entrepreneur, a finding also found by Ho and Pollack (2014) concerning obsessive passion.”
Understanding the work passion–performance relationship: The mediating role of organizational identification and moderating role of fit at work (2015, result): “This approach allows a finer-grain examination of the relationship between work passion and performance, and thus responds to previous critics of studies that included only one type of passion and resulted in an ‘incomplete representation of the phenomenon’ (Ho and Pollack, 2014: 434).”
When passion fades: disentangling the temporal dynamics of entrepreneurial passion for founding (2016, background): “In an entrepreneurial setting, Ho and Pollack (2014) showed that obsessive passion in entrepreneurs was negatively related to their in-degree centrality, meaning that they were less likely to be approached by peers, resulting in reduced financial performance.”
Ethical leadership and knowledge hiding: an intervening and interactional analysis (2020, background): “…interpersonal relationships (i.e. relationships based onmutual trust, care, and cooperation) with others (e.g. coworkers) to enhance their relationship satisfaction, which, in turn, enhances their ability and willingness to help others, such as coworkers (Ho & Pollack, 2014; Philippe et al., 2010).”