When does entrepreneurial self-efficacy enhance versus reduce firm performance?

By Keith M. Hmieleski, Robert A. Baron. 2008

420 citations recorded by the source corpus.

Subfields: Applied Psychology, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f1599fd9fa41a24556b9fae8bd2842dc7e87b3c3

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In Applied Psychology

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Does self‐efficacy affect entrepreneurial investment? (2009, result): “Although previous studies have examined the ESE-intention relationship (Zhao, Seibert, & Hills, 2005) and the ESE-performance relationship (Hmieleski & Baron, 2008), few have investigated how ESE affects specific choices and actions the entrepreneur may take during venturing.”
The Long‐Term Impact of Entrepreneurial Self‐Efficacy and Entrepreneurial Orientation on Venture Performance (2019, background): “The link between selfefficacy and subsequent venture performance, however, is much less clear even though it has been the focus of increased empirical attention (Baum, Locke, and Smith 2001; Hmieleski and Baron 2008; Poon, Ainuddin, and Junit 2006) and after repeated calls for further investigation ”
The Effects of Business Accelerators on Venture Performance: Evidence from Start-Up Chile (2017, background): “Prior literature has found that higher levels of entrepreneurial self-efficacy are positively related to new venture performance (Forbes, 2005; Hmieleski and Baron, 2008) An increase in the know-how about how to build a start-up also appears to play a role, but mostly in the form of peer effects and”
Psychological capital and the startup capital–entrepreneurial success relationship (2016, background): “Hmieleski and Baron (2008), on the other hand, found a negative relationship between entrepreneurs’ optimism and their firms’ performance (in terms of revenue and employment growth).”
Entrepreneurial mindset: An integrated definition, a review of current insights, and directions for future research (2021, neutral): “Although much of the research on an EM focuses on the positive aspect of the mindset, prior research has posited that too much of a seemingly beneficial attribute may be harmful in certain circumstances (for example, Baron et al., 2011; Hmieleski & Baron, 2008; McLarty & Holt, 2019).”
Personality aspects of entrepreneurship: A look at five meta-analyses. (2011, neutral): “Holland, 1997, for ‘enterprising occupations’), could forfeit a thorough understanding of the person by environment interaction in the field of entrepreneurship. Starting with McClelland, Koestner, and Weinberger (1989), differences in antecedent conditions and consequences of implicit (sub-consciou”
Entrepreneurial alertness: Exploring its psychological antecedents and effects on firm outcomes (2021, background): “Future research could investigate whether, and to what extent, these contrasting foci are related to alertness (Hmieleski & Baron, 2008b).”
An Assessment of Resource-Based Theorizing on Firm Growth and Suggestions for the Future (2018, background): “Previous start-up experience (Hmieleski & Baron, 2008), however, is considered versatile since this process knowledge can be more broadly redeployed, including across industries (MacMillan, 1986).”
Developing a measure of competitive advantage (2013, result): “1 percent, a response rate that compares favorably with similar studies in the field of strategic management (see Powell, 1992; Spanos and Lioukas, 2001; Gunn and Williams, 2007; Hmieleski and Baron, 2008).”
CEOs’ Regulatory Focus and Risk-Taking When Firms Perform Below and Above the Bar (2021, background): “…have shown that executives who exhibit a promotion focus tend to engage in risky strategic actions, such as acquisitions (Gamache et al., 2015) and technological exploration (Hmieleski & Baron, 2008; Kammerlander et al., 2015), while their prevention-focused counterparts are less likely to do so.”
Thinking About Entrepreneurial Decision Making (2015, background): “…(Parker, 2006), it appears to delay the decision to terminate nonsuccessful projects (Lowe & Ziedonis, 2006), encourage the selection of optimistic cofounders (Parker, 2009), and—at least for dispositional optimism—lower performance (especially in dynamic environments; Hmieleski & Baron, 2008).”
Why Entrepreneurs Often Experience Low, Not High, Levels of Stress (2016, background): “…positive affect, and several other characteristics) are significantly related both to the intention to become an entrepreneur, and to success in performing this role (Baron, 2012; Baron, Hmieleski, & Henry, 2012; Baron, Tang, & Hmieleski, 2011; Hmieleski & Baron, 2008; Rauch & Frese, 2007).”