How can problems be turned into something good? The role of entrepreneurial learning and error mastery orientation

Publikation: Beiträge in ZeitschriftenZeitschriftenaufsätzeForschungbegutachtet

Standard

How can problems be turned into something good? The role of entrepreneurial learning and error mastery orientation. / Funken, Rebecca; Gielnik, Michael Marcus; Foo, Maw-Der.
in: Entrepreneurship Theory and Practice, Jahrgang 44, Nr. 2, 01.03.2020, S. 315-338.

Publikation: Beiträge in ZeitschriftenZeitschriftenaufsätzeForschungbegutachtet

Harvard

APA

Vancouver

Bibtex

@article{05a06ad5fc124f9fb3d180eccd9223a3,
title = "How can problems be turned into something good? The role of entrepreneurial learning and error mastery orientation",
abstract = "How can problems be turned into something good? We develop and test a theoretical model suggesting that error mastery orientation influences whether problems have positive or negative outcomes. We argue that problems increase or decrease entrepreneurial learning and venture progress depending on error mastery orientation. We tested our theoretical model using a longitudinal design with one baseline measurement and 11 weekly measurements. Analyses were based on 1,016 lagged observations from 168 individuals, who engaged in venture creation as part of entrepreneurship training courses. The results suggest that error mastery orientation functions like a switch, turning problems into something good.",
keywords = "Management studies, Entrepreneurship, problems, Entrepreneurial learning, error managmenent, venture performance, Obstacles, Business psychology",
author = "Rebecca Funken and Gielnik, {Michael Marcus} and Maw-Der Foo",
year = "2020",
month = mar,
day = "1",
doi = "10.1177/1042258718801600",
language = "English",
volume = "44",
pages = "315--338",
journal = "Entrepreneurship Theory and Practice",
issn = "1042-2587",
publisher = "SAGE Publications Inc.",
number = "2",

}

RIS

TY - JOUR

T1 - How can problems be turned into something good? The role of entrepreneurial learning and error mastery orientation

AU - Funken, Rebecca

AU - Gielnik, Michael Marcus

AU - Foo, Maw-Der

PY - 2020/3/1

Y1 - 2020/3/1

N2 - How can problems be turned into something good? We develop and test a theoretical model suggesting that error mastery orientation influences whether problems have positive or negative outcomes. We argue that problems increase or decrease entrepreneurial learning and venture progress depending on error mastery orientation. We tested our theoretical model using a longitudinal design with one baseline measurement and 11 weekly measurements. Analyses were based on 1,016 lagged observations from 168 individuals, who engaged in venture creation as part of entrepreneurship training courses. The results suggest that error mastery orientation functions like a switch, turning problems into something good.

AB - How can problems be turned into something good? We develop and test a theoretical model suggesting that error mastery orientation influences whether problems have positive or negative outcomes. We argue that problems increase or decrease entrepreneurial learning and venture progress depending on error mastery orientation. We tested our theoretical model using a longitudinal design with one baseline measurement and 11 weekly measurements. Analyses were based on 1,016 lagged observations from 168 individuals, who engaged in venture creation as part of entrepreneurship training courses. The results suggest that error mastery orientation functions like a switch, turning problems into something good.

KW - Management studies

KW - Entrepreneurship

KW - problems

KW - Entrepreneurial learning

KW - error managmenent

KW - venture performance

KW - Obstacles

KW - Business psychology

UR - http://www.scopus.com/inward/record.url?scp=85071450633&partnerID=8YFLogxK

UR - https://www.mendeley.com/catalogue/c44e0b01-ab91-38b7-9981-6f7f707e0cb3/

U2 - 10.1177/1042258718801600

DO - 10.1177/1042258718801600

M3 - Journal articles

VL - 44

SP - 315

EP - 338

JO - Entrepreneurship Theory and Practice

JF - Entrepreneurship Theory and Practice

SN - 1042-2587

IS - 2

ER -

DOI

Zuletzt angesehen

Publikationen

  1. Manufacturing, control, and performance evaluation of a Gecko-inspired soft robot
  2. Using Multi-Label Classification for Improved Question Answering
  3. An Ecosystem Architecture Meta-Model for Supporting Ultra-Large Scale Digital Transformations
  4. MOLGEN-QSPR, a software package for the study of quantitative structure-property relationships.
  5. Systematic distributions of interaction strengths across tree interaction networks yield positive diversity–productivity relationships
  6. Microsimulation - A survey of principles, developments and applications
  7. Shepherds’ local knowledge and scientific data on the scavenging ecosystem service
  8. As cast microstructures on the mechanical and corrosion behaviour of ZK40 modified with Gd and Nd additions
  9. Practices and Policies from Spaces of Possibilities to Institutional Innovations
  10. Where pragmatics and dialectology meet: Introducing variational pragmatics
  11. EEG frequency tagging evidence of social interaction recognition
  12. Modeling High Aswan Dam Reservoir Morphology Using Remote Sensing to Reduce Evaporation
  13. Exports and productivity: A survey of the evidence from firm-level data
  14. Workforce age trends and projections
  15. »CO2 causes a hole in the atmosphere« Using laypeople’s conceptions as a starting point to communicate climate change
  16. Amplifying actions for food system transformation: insights from the Stockholm region
  17. CSR communication on corporate websites compared across continents
  18. "Introduction," communication +1
  19. Review of transit data sources
  20. Precrop functional group identity affects yield of winter barley but less so high carbon amendments in a mesocosm experiment
  21. A Developmental Trend in the Structure of Time-Estimation Performance
  22. Degrees of Integration
  23. Taming a Wicked Problem
  24. Embodiment of Science in Science Slams.
  25. How leaders’ diversity beliefs alter the impact of faultlines on team functioning