It's What You Make of It: Founder Identity and Enacting Strategic Responses to Adversity

By E. Powell, T. Baker. 2014

360 citations recorded by the source corpus.

Subfields: Information Systems and Management, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/195cf77726103688f7af7616ba215b8b0a9800a1

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In Information Systems and Management

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Pivot: How Founders Respond to Feedback through Idea and Identity Work (2017, positive): “…which clarify that entrepreneurs’ psychological ownership of ideas serves as an initial identity anchor within the commercialization process, contribute to and extend recent studies of founder identities (Cardon et al., 2009; Fauchart & Gruber, 2011; Powell & Baker, 2014; Shepherd & Haynie, 2009).”
Exploring environmental entrepreneurship: : Identity coupling, venture goals, and stakeholder incentives (2016, background): “The process and outcomes of entrepreneurial action have been shown to vary in line with the founders’ particular identities (Fauchart and Gruber, 2011; Powell and Baker, 2014).”
Entrepreneurial passion diversity in new venture teams: An empirical examination of short- and long-term performance implications (2020, background): “It is entirely plausible that individuals hold more than one identity as important (Powell and Baker, 2014), even concerning the foci of one's passion (Cardon et al.”
Organizational response to adversity: Fusing crisis management and resilience research streams (2017, background): “…new ventures to alleviate others’ suffering; and in the wake of the Great Recession, entrepreneurs used their ventures as vehicles to repurpose their identity, which in turn influenced day-to-day behaviors that ultimately shaped the firms’ strategic response to the adversity (Powell & Baker, 2014).”
Category membership, identity control, and the reevaluation of prosocial opportunities (2017, background): “…core tenants of ICT and compliments a growing body of research focused on entrepreneurship as a self-expressive, identity-based pursuit (e.g. Cardon et al., 2009; Fauchart and Gruber, 2011; Hoang and Gimeno, 2010; Mathias and Williams, 2014; Murnieks et al., 2014; Powell and Baker, 2014, 2017; 2”
Unraveling the “passion orchestra” in academia (2016, background): “Given the influence of multiple identities throughout the new venture creation process (Powell and Baker, 2014), it is likely that passion related to non-entrepreneurial identities also shapes the formation of entrepreneurial intentions.”
Resilience and entrepreneurship: a systematic literature review (2017, background): “Powell and Baker (2014) examined how and why entrepreneurial firms respond to the adverse circumstances of declining industries in diverse ways.”
Staying alive during an unfolding crisis: How SMEs ward off impending disaster (2020, background): “efficacy influence how entrepreneurs/entrepreneurial teams deal with external shocks? To what extent do characteristics that are adaptive/maladaptive under normal circumstances apply during a crisis? When/how (if at all) do emotions such as worry, distress, frustration, and anger play a role in the ”
Everyday Entrepreneurship—A Call for Entrepreneurship Research to Embrace Entrepreneurial Diversity (2017, background): “In a few cases, theoretical ideas, for example those regarding entrepreneurship under resource constraints and under conditions of adversity (Baker & Nelson, 2005; Bradley, 2015; Corbett & Katz, 2013; Powell & Baker, 2014), have found fairly broad applicability to work on everyday entrepreneurship.”
Social support timing and persistence in nascent entrepreneurship: exploring when instrumental and emotional support is most effective (2017, background): “We argue that emotional support is more important to entrepreneurs early during venture development, when they predominantly struggle with entrepreneurial identity issues (Hoang and Gimeno 2010; Powell and Baker 2014).”
Strategy and Uncertainty: Resource-Based View, Strategy-Creation View, and the Hybrid Between Them (2021, background): “Other research emphasizes how executives draw on identity (Fauchart & Gruber, 2011; Powell & Baker, 2014; Tripsas, 2009) or values (Rindova & Martins, 2018) as templates to create strategy.”