Entrepreneurial spirals: Deviation-amplifying loops of an entrepreneurial mindset and organizational culture

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

Research output: Contribution to journalArticle

43 Scopus citations

Abstract

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.

Original languageEnglish (US)
Pages (from-to)59-82
Number of pages24
JournalEntrepreneurship: Theory and Practice
Volume34
Issue number1
DOIs
StatePublished - Jan 1 2010

ASJC Scopus subject areas

  • Business and International Management
  • Economics and Econometrics

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