Blagoy Valentinov Blagoev
Title
Prof. Dr.
Last Name
Blagoev
First name
Blagoy Valentinov
Email
blagoy.blagoev@unisg.ch
Phone
071 224 7870
28 results
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Item type:Publication, A path-centric account of action-oriented entrepreneurship training(2025-05-02); Melyoki, LemayonWe develop a path-centric account that explains how action-oriented entrepreneurship training translates into self-employment. The path-centric account suggests that action-oriented entrepreneurship training positively impacts self-employment through entrepreneurial motivation and entrepreneurial action, which form a reciprocal and mutually stabilizing relationship after training. Randomized controlled trials with a baseline (N = 1156), a shortterm (N = 872), and a 1-year follow-up measurement (N = 622) supported the hypotheses. The path-centric account describes post-training processes that explain the transfer of action-oriented entrepreneurship training. Furthermore, we address a grand challenge by demonstrating how action-oriented entrepreneurship training can reduce unemployment among young adults in low-and middle-income countries. Plain English Summary Action-oriented entrepreneurship training can reduce unemployment among young adults in sub-Saharan Africa by fostering a stabilized action-motivation pattern that forms a path to self-employment. The study presents a path-centric account that describes how entrepreneurial motivation and action influence and stabilize each other after action-oriented entrepreneurship training. We ran field experiments with more than 1000 students enrolled at universities in sub-Saharan Africa. Participation in action-oriented entrepreneurship training increased the likelihood of being self-employed 1 year after training by 30%. This could be explained by a reciprocal and mutually stabilizing relationship between entrepreneurial motivation and action after training. Thus, action-oriented entrepreneurship training should be considered an effective means to reduce unemployment among young adults in sub-Saharan Africa, because it promotes an action-motivation path leading to self-employment.Type:journal articleJournal:Small Business EconomicsScopus© Citations 4 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Eigenzeit: A New Lens on Temporal Complexity(2024-09-16); Georg SchreyöggTime-based theorizing has recognized the importance of temporal complexity but tends to reduce it to tensions and conflicts among but two static temporal demands. We reconceptualize temporal complexity as a dynamic interplay of multiple—that is, more than two—divergent temporal demands. Based on this reconceptualization, we develop a theory of organizational Eigenzeit, which illuminates how organizations “carve out” a time of their own amid temporal complexity. We propose a process model that explains how organizations navigate distinct constellations of temporal complexity by enacting varying degrees of temporal uncoupling and differentiation. Our model enables us to derive four generic modes of Eigenzeit—entrained, ambitemporal, agile, and pluritemporal—and theorize their characteristics and implications. We argue that grand challenges, such as climate change, require organizations to shift to more advanced modes of Eigenzeit, and detail why such a shift might be difficult to enact. Our paper contributes to time-based theorizing by specifying the distinct nature of temporal complexity and redirecting extant research toward examining different modes of Eigenzeit and their implied dynamics and consequences.Type:journal articleJournal:Academy of Management ReviewVolume:50Issue:1Scopus© Citations 23 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, From Bouncing Back to Bouncing Forward: A Temporal Trajectory Model of Organizational Resilience(2024-09-20); Scopus© Citations 64 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Time as a Research Lens: A Conceptual Review and Research AgendaTime is gaining recognition as an important research perspective, yet the assumptions, concepts, and boundaries of this perspective vary greatly across different fields. This diversity suggests that time offers both significant depth and relevance as a lens for research. However, the diversity of approaches also harbors ambiguity and a lack of coherence, hindering scholars' ability to integrate insights and harness the full potential of time as a research lens. To address this issue, we review the diverse time-based assumptions, domains, and concepts in extant research. Our review reveals three dominant manifestations of the temporal lens: time as resource, time as structure, and time as process. We analyze and synthesize insights of the three lenses to offer an integrative framework to support future research. The framework informs and reveals opportunities for time-based research by foregrounding connections and contrasts among the lenses. Building on this framework, we discuss two principal pathways for future research: connecting the three lenses through the study of tensions at their interfaces, and enhancing the three lenses through the study of more complex conceptions of time.Type:journal articleJournal:Journal of ManagementVolume:50Issue:6Scopus© Citations 116 - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, From temporal myopia to foresight: Bridging the near and the distant future through temporal workThis paper examines how organizations can make long-term, distant future goals related to corporate sustainability actionable in the short-term, near future. Prior research suggests that this challenge is particularly pronounced in traditional organizations used to operate within a highly institutionalized temporal context dominated by economic short-termism. We add to this research by empirically investigating different forms of temporal work at a big German automotive firm that currently undergoes a major strategic reorientation toward sustainability. Drawing on interview, documentary, and press data, we discover and theorize the interplay of four intersecting forms of temporal work: explicit vs. implicit and aspirational vs. translational temporal work. Importantly, we find that explicit-translational temporal work—which focuses on breaking down sustainability goals into KPIs—in itself was not sufficient for deep-level …Type:journal articleJournal:Academy of Management ProceedingsVolume:2021Issue:1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The Dynamics of Prioritizing: How Actors Temporally Pattern Complex Role-Routine EcologiesThe user has requested This paper examines the emergence of temporal coordination among multiple interdependent routines in a complex work setting that does not allow for up-front scheduling. We propose that when actors continuously have to prioritize their expected contributions to multiple interdependent routines, they address this challenge by orienting not just toward routines but also toward person-roles. Drawing on an ethnographic study of an agile consulting project team confronted with continued scheduling failures, we demonstrate how the dynamics of prioritizing enabled the actors to resolve what at first appeared to be an irresolvable and highly complex problem of temporal coordination. We add to the literature on routine dynamics and temporality by setting forth the dynamics of prioritizing as an explanation for the temporal patterning of complex work settings. We introduce the notion of role–routine ecologies as a novel way to conceptualize such complex work settings and contribute to developing a performative theory of person-roles and their significance for coordinating.Type:journal articleJournal:Administrative Science QuarterlyVolume:66Issue:2Scopus© Citations 54 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Complex times, complex time: The pandemic, time‐based theorizing and temporal research in management and organization studiesThe Covid-19 pandemic brings time to the foreground as a multidimensional force that pervades diverse phenomena. For example,‘flattening the curve’–the key crisis management strategy pursued by many governments–is about slowing down the spread of the virus so that hospitals gain time to ramp up capacities and to heal patients without overflowing. Stimulus programs are about bridging the time between the pre-and post-pandemic pace of economic activity, because the virus is slowing down large parts of the global economy. Time is also of the essence in the development, production, and distribution of vaccines, complex tasks permeated by questions of timing (‘When will vaccines be available?’), pacing (‘How fast can people get vaccinated?’), and sequencing (‘In what order should people be vaccinated?’). The pandemic also brings to light diverse experiences of time. For some, rushed rhythms of busy …Type:journal articleJournal:Journal of Management StudiesVolume:58Issue:5Scopus© Citations 42 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Why Do Extreme Work Hours Persist? Temporal Uncoupling as a New Way of SeeingThis paper develops temporal uncoupling as a new way of seeing the puzzling persistence of extreme work hours, as well as the temporal relations of organizations and their environments. Drawing on a historical case study, we trace and analyze the genesis, reinforcement, and maintenance of extreme work hours in an elite consulting firm over a period of 40 years. We find that a small shift in temporal structuring mobilized two positive feedback processes. These processes consolidated a temporal order that increasingly uncoupled from the traditional workweek. Grounded in these findings, we make two contributions. First, we challenge the orthodox view of entrainment as an ideal synchronous relation between organizations and their environments. Instead, we offer temporal uncoupling as an alternative lens. It enables us to see how both synchrony and asynchrony are potentially viable options, which coexist and sometimes coconstitute each other. Second, we shed new light on temporality as a constitutive force that underpins extreme work hours and offer a novel explanation of their persistence as a case of systemic temporal lock-in. We develop positive feedback as a mechanism that explains how small temporal shifts can become consolidated into hardly reversible temporal lock-ins.Type:journal articleJournal:Academy of Management JournalVolume:62Issue:6Scopus© Citations 86
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