Francine Schlosser

An Entrepreneur and a Leader!: A Framework Conceptualizing the Influence of Leadership Style on a Firm’s Entrepreneurial Orientation—Performance Relationship

Abstract Previous research has demonstrated a relationship between entrepreneurial orientation (EO) and organizational performance. Utilizing the resource-based theoretical paradigm, past empirical and theoretical research is synthesized towards a common conceptual framework which examines the role of charismatic leadership in the EO-Performance relationship. Incorporating previous leadership research on charisma and Machiavellianism, it is proposed that either egocentric (self-enhancing) or collective (organizational) values of the individuals working at the organization will influence the EO-Performance relationship. This paper asserts that a charismatic leader will stimulate positive employee organizational citizenship behaviour, whereas a Machiavellian leader will stimulate negative employee impression management practices. Understanding the role leadership plays in today’s environment, entrepreneurs will be better able to equip their human resource to achieve their vision of tomorrow.

Organizational Ingenuity and the Paradox of Embedded Agency: The Case of the Embryonic Ontario Solar Energy Industry

We examine organizational ingenuity within the paradox of embedded agency where organizational stakeholders are constrained in their behaviors by institutions, yet also influence and change these institutions. In this study organizational ingenuity represents the agency component and institutional constraints the embedded component. We build theory about ingenuity from a four-year case study of the embryonic Ontario solar industry. There were two major institutional constraints, limited grid access and political uncertainty. These led to four ingenuity strategies that emerged at different times and levels of analysis that challenged, complied with, or escaped the constraints. We combine these findings to develop a process model of the emergence of ingenuity in this embryonic industry. Lastly, we find that extending legitimacy to an ingenuity strategy is necessary for its success.

Intention to unretire

Purpose – The purpose of this study is to identify antecedents of intentions to unretire among a group of retirees that included both those who had not returned to the workforce since their retirement and those who had previously unretired.Design/methodology/approach – A cross‐sectional survey collected data from 460 recent retirees between the ages of 50 and 70.Findings – Results of hierarchical regression indicated that retirees are more likely to remain retired if they feel financially secure and have a positive retirement experience. Conversely, they are more likely to intend to return to the workforce if they experience financial worries, wish to upgrade their skills or miss aspects of their former jobs.Practical implications – Aging boomers who anticipate early retirement have created a dwindling labor pool. Simultaneously, the global pension crisis has impacted on the financial decisions of retirees. A trend to abolish mandatory retirement and/or increase mandatory age in various countries provides...

Internal stakeholder views of a market orientation strategy: Implications for implementation

The market orientation literature focuses upon external stakeholders as the content or target of a market orientation strategy. This is problematic for understanding the successful implementation of a market orientation strategy because internal stakeholders provide the link between strategy‐makers and external stakeholder targets. Anchored in market orientation, dynamic capabilities, and stakeholder research, the study describes how internal stakeholders in a market orientation process can impede or encourage the achievement of market‐oriented objectives by a market‐oriented company. Focus groups were conducted with both management and non‐management employees of a large market‐oriented financial services organisation that recently introduced a market‐oriented agency call program. The extent to which the company is market‐oriented was determined through preliminary interviews with senior executives and distributor/customers. Results highlight: (1) program antecedents related to employee disposition and control; (2) potentially competing program objectives (relationship and knowledge acquisition); (3) issues of role conflict, time constraints; and (4) the need to confirm program value through feedback solicited from other stakeholders.

Using the I‐MARKOR scale to identify market‐oriented individuals in the financial services sector

Purpose – Extant studies of the market orientation of service firms rarely consider the contribution of individual employees to the realization of this orientation. Existing scales that measure market orientation reveal the perceptions of a key informant about the dominant orientation within the firm. These scales do not measure the willingness of employees to act in a market‐oriented way. This paper aims to report the development of a multi‐dimensional scale of individual market‐oriented behavior.Design/methodology/approach – The scale development process included identification of items from focus groups with employees of a major Canadian financial services firm and the market orientation literature. A pretest with marketing practitioners and academics helped to purify and reduce the number of items. Finally, a sample of North American financial services employees responded to the items in a web‐based questionnaire.Findings – Confirmatory factor analysis of the responses confirmed the presence of a sing...

Taking an Active Approach in Entrepreneurial Mentoring Programmes Geared towards Immigrants

Immigrants face significant challenges that impair their ability to access resources that can develop their entrepreneurial potential. Using an action research and case-based approach, we highlight the challenges experienced by immigrant entrepreneurs and in turn discuss practical measures to resolve these challenges through mentoring programmes for nascent entrepreneurs. We profile a unique multi-disciplinary programme involving both business and law students who coordinate and deliver workshops for course credit. Established entrepreneurs and professionals also volunteer their time as mentors. We develop a balanced scorecard to assess and improve the programme. Study results provide a model to enable universities and others to reach out to nascent immigrant entrepreneurs.

Entrepreneurial Charisma: A Key to Employee Identification?

Abstract Entrepreneurial businesses are an important driver of modern day economies. A firm that adopts a strategy of calculated risks and demonstrates proactiveness and innovation reflects an entrepreneurial orientation (EO). In order to create an entrepreneurial orientation and associated performance outcomes, it is necessary to understand the role of individuals and the interpersonal processes that shape values, norms, and behaviors. Incorporating research from the literature of social psychology, this study examines the effect of individual and organizational variables on employees who work for an entrepreneurial venture. A cross-sectional study of 78 employees of small Canadian businesses empirically demonstrates how an entrepreneurial strategic orientation and a charismatic leadership style encourage employees to identify with the entrepreneurial organization. Empirical results indicate that personality and strategic direction play an important part in creating value for the entrepreneurial firm.

Identifying and Differentiating Key Employees from Owners and Other Employees in SMEs

This research examines how to identify and differentiate key employees from small and medium‐sized enterprises () owners and other employees and how their characteristics influence firm success factors. Interviews are conducted with 14 matched pairs of entrepreneurs and key employees operating anadian . The study develops a profile whereby the key employee typically (1) corresponds to the key success factors of the , (2) is willing to undertake a moderate amount of risk, and (3) differs in education and experience from the entrepreneur/owner. Although employees are important to firm strategy and culture, this is one of the first to examine key employees in small business.

Can managers use handheld technologies to support salespeople

Purpose – The purpose of this paper is to propose that sales managers use mobile technologies in the working environment to communicate and supportively monitor sales person performance.Design/methodology/approach – A model of supervisor monitoring using mobile technologies is conceptualized that specifies the types of behaviours that promote high‐quality working relationships, how mobile technologies increase the likelihood of work‐to‐nonwork role spill‐over that may damage the relationship and why perceptions of supervisor fairness are critical. The paper concludes by presenting strategies for testing hypotheses and for researching mobile technology use by sales managers using qualitative and quantitative methods.Findings – Mobile technology use, supervisory monitoring, and relationship development co‐exist in the current workplace. This research heightens awareness of how work‐to‐nonwork spillover may influence important outcomes of mobile technology usage. Perceptions of quality supervisor‐employee re...

Using self-concept theory to identify and develop volunteer leader potential in healthcare

Resource constraints in the Canadian publicly funded healthcare system have created a need for more volunteer leaders to effectively manage other volunteers. Self-concept theory has been conceptualized and applied within a volunteer context, and the views of healthcare stakeholders, such as volunteers, volunteer leaders, and supervisors, triangulated to form an understanding of the attitudes and behaviors of volunteer leaders. We propose that leaders are differentiated from others by how they view their roles in the organization and their ability to make a difference in these roles. This interpretation can be informed by self-concept theory because each individuals notion of self-concept influences how employees see themselves, how they react to experiences, and how they allow these experiences to shape their motivation. A small case study profiles a volunteer leader self-concept that includes a proactive, learning-oriented attitude, capitalizing on significant prior work experience to fulfill a sense of obligation to the institution and its patients, and demands a high level of respect from paid employees.