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Ethel Brundin

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Ethel Brundin, Mattias Nordqvist and Leif Melin

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Ethel Brundin, Holger Patzelt and Dean A. Shepherd

In this study we draw on the literature of emotions and entrepreneurial motivation to analyze how and why emotional displays of managers influence the willingness of employees to act entrepreneurially. Using an experimental design and 2912 assessments nested within 91 employees from 31 small entrepreneurially oriented firms, we find that managers' displays of confidence and satisfaction about entrepreneurial projects enhance employees' willingness to act entrepreneurially, whereas displays of frustration, worry, and bewilderment diminish employees' willingness. Moreover, we find that displays of satisfaction, frustration, worry, and bewilderment moderate the effect of managers' displayed confidence on employees' willingness to act entrepreneurially. Our findings have implications for the emotions and entrepreneurial motivation literature.
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Marcela Ramírez Pasillas, Ethel Brundin and Magdalena Markowska

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Edited by Marcela Ramírez-Pasilla, Ethel Brundin and Magdalena Markowska

Entrepreneurship in emerging countries presents us with a unique set of working attitudes, modes of thinking, social practices and processes. This book explores these characteristics, focusing on the conceptualization of entrepreneurship ‘in-between’. It highlights top-down and bottom-up initiatives as well as driving forces for entrepreneurial activities in emerging economies and developing countries, presenting the diversity, nuances and multiplicity of facets of relevant but unexplored contexts that we need in order to expand our dominant and traditional understandings of entrepreneurship
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Karin Hellerstedt, Caroline Wigren-Kristoferson, Maria Aggestam, Anna Stevenson and Ethel Brundin

There is increasing recognition of the importance of prior industry experience in the process of opportunity recognition and venture creation. Prior industry experiences may also represent limitations and cause lock-in effects that impose limits on the innovative height of new products and services. Questions arise about how the entrepreneur’s disembeddedness in the industry may contribute to radical innovations in a specific new industry. Using three cases as illustrative examples, the authors aim to enhance understanding of the impact of industry disembeddedness on the opportunity creation process. The findings demonstrate that being disembedded from the new industry creates an opportunity to activate past connections and transfer specific resources across spheres. They also show how building embeddedness from a disembedded position becomes instrumental for business activity that provides resources and contributes to radical innovation within a specific industry.