Entrepreneurs’ Improvisational Behavior and Firm Performance: A Study of Dispositional and Environmental Moderators

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The Dark Triad and Nascent Entrepreneurship: An Examination of Unproductive versus Productive Entrepreneurial Motives (2016, background): “Yet on the other hand, venture creation, let alone survival and performance, typically requires a long-term view and focused persistence (Baron, Franklin, and Hmieleski 2016; Hmieleski, Corbett, and Baron 2013)— which may be at odds with key aspects of the dark triad.”
Integrating Discovery and Creation Perspectives of Entrepreneurial Action: The Relative Roles of Founding CEO Human Capital, Social Capital, and Psychological Capital in Contexts of Risk Versus Uncertainty (2015, background): “…to say that when the outcomes of following specific plans, behaviors, tactics, and strategies cannot be reasonably predicted in advance, the course of action is unclear and leaders must draw upon their own ingenuity to develop and implement strategic decisions (Hmieleski, Corbett, and Baron, 2013).”
Explaining the entrepreneurial orientation–performance relationship in emerging economies: The intermediate roles of absorptive capacity and improvisation (2017, unknown): “From a theoretical perspective, improvisation as a learning mode relies on an emergent, iterative process of extemporizing characterized by rapid information collection and its use to better perform decisions made under conditions of uncertainty and incomplete information (Hmieleski et al., 2013).”