Entrepreneurial Spirals: Deviation–Amplifying Loops of an Entrepreneurial Mindset and Organizational Culture

Dean A. Shepherd, Holger Patzelt, J. Michael Haynie

doi:10.1111/j.1540-6520.2009.00313.x

Entrepreneurial Spirals: Deviation–Amplifying Loops of an Entrepreneurial Mindset and Organizational Culture

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Dean A. Shepherd

Entrepreneurial Leadership, Professor of Entrepreneurship.
Holger Patzelt

Max Planck Institute of Economics.
J. Michael Haynie

Department of Entrepreneurship and Emerging Enterprises, Whitman School of Management.

書誌事項

公開日: 2010-01

権利情報

https://journals.sagepub.com/page/policies/text-and-data-mining-license

DOI

10.1111/j.1540-6520.2009.00313.x

公開者: SAGE Publications

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説明

<jats:p> As environments become more dynamic and increasingly competitive, organizations must become more entrepreneurial. To explain how and why an organization becomes more (or less) entrepreneurial over time, we investigate the interrelationship between the psychology of individuals and the culture of organizations. To that end, we develop the notion of entrepreneurial spirals—enduring, deviation–amplifying loops—that serve to link the manager's mindset to his or her organization's culture and vice versa. We investigate how entrepreneurial spirals start, perpetuate, and stop, and detail the implications and insights suggested by entrepreneurial spirals for the relationship between managerial mindset and organizational culture. </jats:p>