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Is it a match? - The role of social identities in business angel decision making and the investor-founder relationship

2023-09 , Sarah Maria Nordt , Manuel Hess , Dietmar Grichnik , Joakim Wincent

In an inductive study, we examine the identities of business angels to understand their commitment to financially risky relationships, characterized by negative internal rate of returns. Our research identifies four hybrid identities, each exhibiting a gradual expression of profit-seeking motives. We continue to investigate how these hybrid identities align with the social identities of entrepreneurs. Through our analyses, we uncover the importance of these identity matches in explaining investor persistence or disengagement within entering and ongoing investment relationships. To consolidate our findings, we propose an "identity click" model that illustrates the occurrence and dynamic nature of interactions between resource providers and resource seekers in the field of entrepreneurship. This model highlights the crucial role played by different combinations of hybrid identities instead of singular identities.

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Start-up-Nation Schweiz: Wie lange noch bei Food- und Medtech?

2023-08-31 , Dietmar Grichnik , Markus Müller-Chen , Sarah Maria Nordt , Jan Koch , Nadine Michelle Boss

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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.