Now showing 1 - 5 of 5
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Missionaries outperform in venture funding

2022 , Sarah Maria Nordt

While prior research has evidenced the impact of founder social identities on new venture creation, our understanding of how founder identity affects funding performance as a critical determinant for venture success is limited. Given that different identities define various motivational concepts—that is, missionaries increasing benefits for society at large, as opposedto darwinians maximizing economic self-interest and communitarians supporting a particular community—we propose a model for how such founder identity differences relate to ambiguous funding outcomes. Our findings reveal that the missionary founder social identity has a significantly positive impact on funding performance. We discuss our contributions to founder social identity theory and its intersection with behavioral finance.

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UNICORN Nation Switzerland – A status-quo analysis and theoretical strategy for Switzerland to become a global frontrunner in entrepreneurship

2024 , Sarah Maria Nordt

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UNICORN Nation Switzerland – Wirtschaftliche Analyse des Schweizer Wirtschaftssystems und juristische Analyse der regulatorischen Rahmenbedingungen für identifizierte Handlungsfelder

2023-02-24 , Grichnik, Dietmar , Müller-Chen, Markus , Nordt, Sarah Maria , Boss, Nadine Michelle , Jan Koch

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The Impact of Investor Identities on their Commitment to Entrepreneurs: A Disengagement-Persistence Model

2024-01-03 , Sarah Maria Nordt , Manuel Hess , Dietmar Grichnik , Joakim Wincent

Within newly founded ventures, shared leadership marks one of the most prevalent approaches towards leadershipgearing the venture towards increased innovativeness and performance. Shared leadership is especially well suited for dynamic and uncertain environments where innovativeness is key to maintain competitiveness, as it is characteristic for the markets startups are operating in. Despite the central importance of shared leadership in newly founded ventures, a systematic review that conceptualizes how shared leadership unfolds in startups, why it is especially well suited for and highly prevalent in the entrepreneurial context, and how it impacts entrepreneurial innovativeness and performance is missing. Based on a critical analysis of 178 empirical articles, I provide a comprehensive, systematic review of shared entrepreneurial leadership and its impact on innovativeness and performance. By combining insights from interdisciplinary studies, I identify reinforcing feedback loops and self-enforcing cycles between antecedents and outcomes of shared entrepreneurial leadership to explain its effectiveness in fostering innovativeness and performance in newly founded ventures. I provide suggestions to guide future entrepreneurial leadership research and seed conversations for theoretical, methodological, and practical advancements.

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Shared tales about the leader -A systematic literature review on the evolution of shared entrepreneurial leadership

2024-01-03 , Sarah Maria Nordt

Within newly founded ventures, shared leadership marks one of the most prevalent approaches towards leadershipgearing the venture towards increased innovativeness and performance. Shared leadership is especially well suited for dynamic and uncertain environments where innovativeness is key to maintain competitiveness, as it is characteristic for the markets startups are operating in. Despite the central importance of shared leadership in newly founded ventures, a systematic review that conceptualizes how shared leadership unfolds in startups, why it is especially well suited for and highly prevalent in the entrepreneurial context, and how it impacts entrepreneurial innovativeness and performance is missing. Based on a critical analysis of 178 empirical articles, I provide a comprehensive, systematic review of shared entrepreneurial leadership and its impact on innovativeness and performance. By combining insights from interdisciplinary studies, I identify reinforcing feedback loops and self-enforcing cycles between antecedents and outcomes of shared entrepreneurial leadership to explain its effectiveness in fostering innovativeness and performance in newly founded ventures. I provide suggestions to guide future entrepreneurial leadership research and seed conversations for theoretical, methodological, and practical advancements.