TY - GEN A1 - Urbig, Diemo A1 - Reif, Karina A1 - Lengsfeld, Stephan A1 - Procher, Vivien D. T1 - Promoting or Preventing Entrepreneurship? Employers’ perceptions of and reactions to employees’ entrepreneurial side jobs T2 - Technological Forecasting and Social Change N2 - Many entrepreneurs start their businesses while staying employed. Although such businesses are theorized to have positive and negative effects on employers’ businesses, employers’ perceptions and reactions to subordinates’ entrepreneurial side businesses are mostly unexplored. Based on a vignette study of 988 managers, we find that employers acknowledge both opportunities related to increased job performance and job attitudes as well as threats emerging from enterprising employees. Employers’ prior experiences with enterprising employees make them perceive positive consequences as more likely. Situational factors affect the outcome expectancies and moderate the relationships between these outcome expectancies and employer behavior. We discuss implications of our findings for fostering entrepreneurial mindsets in established organizations and for the emergence of entrepreneurship. KW - Entrepreneurship KW - Second-job entrepreneurship KW - hybrid entrepreneurship KW - employer KW - corporate entrepreneurship Y1 - 2021 U6 - https://doi.org/10.1016/j.techfore.2021.121032 SN - 0040-1625 VL - 172 ER - TY - GEN A1 - Urbig, Diemo A1 - Reif, Karina A1 - Lengsfeld, Stephan A1 - Procher, Vivien D. T1 - Employers' reactions to employees' hybrid entrepreneurship T2 - Frontiers of entrepreneurship research 2021 : proceedings of the forty-first annual Babson College Entrepreneurship Research Conference N2 - Many entrepreneurs start their businesses while being employed. We analyze managers’ perceptions of and reactions to subordinates’ entrepreneurial side businesses. Expecting improved personal skills, higher innovativeness, higher efficiency, and a better employer image leads to more positive employer reactions. Previous experiences with enterprising employees make managers perceive such positive consequences as more likely. Expectations of employees using employer resources for own businesses, lower resilience and flexibility, and a lowered fit of employees with the employing organization lead to more discouraging behaviors. Situational factors such as employee importance and proximity of employee’s and employer’s businesses affect these outcome expectancies and moderate the relationships between outcome expectancies and employers’ behaviors. Y1 - 2021 UR - https://digitalcollections.babson.edu/digital/collection/ferpapers/id/3860/rec/2 SN - 978-0-910897-47-1 SP - 109 EP - 114 PB - Arthur M. Blank Center for Entrepreneurship CY - Babson Park, Massachusetts ER - TY - GEN A1 - Kappe, Karina A1 - Urbig, Diemo A1 - Lengsfeld, Stephan T1 - Not my business! The role of organizational culture in supporting employees with side businesses T2 - 26th Annual Interdisciplinary Conference on Entrepreneurship, Innovation and SMEs, 2023 N2 - Organizations can benefit from their employees doing entrepreneurial side hustles through, e.g., empowerment or innovativeness, but do employers, as the most critical stakeholder for hybrid entrepreneurs, perceive and positively react to entrepreneurial side hustles? Research on the active role of the parental organization in the emergence and operation of entrepreneurial side activities is currently missing. Drawing on a large dataset with 855 managers, we explore the heterogeneity of organizations in responding to such employees. We place the organizational culture of the employers in the spotlight and examine its impact on managerial perceptions and their behavior in this context. We show that organizational characteristics such as flexibility or an internal focus lead to positive expectations of side hustles and claim that recognition is a relevant prerequisite to exploit arising opportunities or mitigate threats effectively. We fur-thermore show that next to indirect effects through outcome expectations, cultural characteris-tics also drive behavioral responses directly. For instance, focusing on flexibility leads to sup-portive behavior, while a strong focus on internal or external factors of an organization impedes supportive organizational behavior. We contribute to research on the emerging phenomenon of side hustles and push theory by revealing employer characteristics that lead to a more or less conducive environment for this type of entrepreneurs. KW - Entrepreneurship KW - Hybrid entrepreneurship KW - Culture KW - Employer Y1 - 2023 UR - https://www.researchgate.net/publication/379155827 UR - https://www.fgf-ev.de/wp-content/uploads/2023/09/G-Forum-2023-Programmgeruest_18-09-2023_Internet.pdfInte ER -