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 - Steinberg, Philip J. A1 - Urbig, Diemo A1 - Procher, Vivien D. A1 - Volkmann, Christine T1 - Knowledge transfer and home-market innovativeness: A comparison of emerging and advanced economy multinationals T2 - Journal of International Management N2 - Emerging market multinational enterprises (EMNEs) increasingly access foreign technology and knowledge by internationalizing their R&D activities. Since technological laggardness hinders efficient knowledge transfer, a successful catch-up with advanced-economy multinational enterprises (AMNEs) requires EMNEs to transfer foreign knowledge across national boundaries more effectively. However, we lack a clear understanding of how EMNEs manage this knowledge transfer and integration and to what extent the employment and effectiveness of corresponding facilitation mechanisms may differ from AMNEs. Adopting a sender-recipient model and drawing on arguments from learning theory and transaction costs economics, we suggest that EMNEs benefit more from and, consequently, are more likely to engage in mechanisms to increase recipient capabilities and sender motivation. In a comparative analysis of Chinese, Indian, German, and U.S. MNEs and focusing on frequent international exchange of R&D personnel regarding recipient capabilities and the governance of foreign R&D activities regarding sender motivation, we observe positive relationships with home-market innovation for EMNEs, but not for AMNEs. Moreover, we observe that EMNEs exploit this positive effect and are more likely to use these mechanisms when focusing on technology- than on market-seeking. KW - Innovation KW - Research and development KW - catch-up strategies KW - knowledge transfer KW - knowledge integration KW - emerging market KW - multinational enterprises KW - technological upgrading Y1 - 2021 UR - https://www.sciencedirect.com/science/article/pii/S1075425321000533 U6 - https://doi.org/10.1016/j.intman.2021.100873 SN - 1075-4253 VL - 27 IS - 4 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 -