Entrepreneur Hubris, Organizational Ambidexterity, and Dynamic Capability Construction
This paper demonstrated the influences of initiation, development, turn-down, and reinitiation of the dynamic capability of an entrepreneurial firm in the solar energy industry. The focus is on the impact of entrepreneurial hubris, which may affect the decision of ambidexterity that can vitalize dyn...
| Main Authors: | , , , , |
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| Format: | Article |
| Language: | English |
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Frontiers Media S.A.
2022-03-01
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| Series: | Frontiers in Psychology |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2021.717245/full |
| _version_ | 1818917015970119680 |
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| author | Yan Guo Pei-Wen Huang Chu Ciu Shih-Chieh Fang Fu-Sheng Tsai Fu-Sheng Tsai Fu-Sheng Tsai |
| author_facet | Yan Guo Pei-Wen Huang Chu Ciu Shih-Chieh Fang Fu-Sheng Tsai Fu-Sheng Tsai Fu-Sheng Tsai |
| author_sort | Yan Guo |
| collection | DOAJ |
| description | This paper demonstrated the influences of initiation, development, turn-down, and reinitiation of the dynamic capability of an entrepreneurial firm in the solar energy industry. The focus is on the impact of entrepreneurial hubris, which may affect the decision of ambidexterity that can vitalize dynamic capability. The findings indicate that, when the major decision maker (the founder entrepreneur) has the trait of hubris, the decision-making process may be overly arbitrary, and a decision of being exploratory or exploitative alone is likely to be made. On the contrary, when the founder entrepreneur is aware of the hubris and shares decisive power, the decision of being ambidextrous as a dynamic capability is more freely achieved. This paper contributes by discovery of the cognitive-based microfoundation of entrepreneurial ventures and linkage of such microfoundation to organizational ambidexterity. |
| first_indexed | 2024-12-20T00:27:21Z |
| format | Article |
| id | doaj.art-26f877c81cde43d9b1cbb387028a5e52 |
| institution | Directory Open Access Journal |
| issn | 1664-1078 |
| language | English |
| last_indexed | 2024-12-20T00:27:21Z |
| publishDate | 2022-03-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Psychology |
| spelling | doaj.art-26f877c81cde43d9b1cbb387028a5e522022-12-21T20:00:02ZengFrontiers Media S.A.Frontiers in Psychology1664-10782022-03-011210.3389/fpsyg.2021.717245717245Entrepreneur Hubris, Organizational Ambidexterity, and Dynamic Capability ConstructionYan Guo0Pei-Wen Huang1Chu Ciu2Shih-Chieh Fang3Fu-Sheng Tsai4Fu-Sheng Tsai5Fu-Sheng Tsai6Department of Accounting and Financial Management, College of Management and Economics, Tianjin University, Tianjin, ChinaDepartment of Business Management, College of Management, Cheng Shiu University, Kaohsiung, TaiwanDepartment of Accounting and Financial Management, College of Management and Economics, Tianjin University, Tianjin, ChinaDepartment of Business Administration, National Cheng Kung University, Tainan City, TaiwanNorth China University of Water Resources and Electronic Power, Zhengzhou, ChinaCenter for Environmental Toxin and Emerging-Contaminant Research, Cheng Shiu University, Kaohsiung, TaiwanSuper Micro Mass Research and Technology Center, Cheng Shiu University, Kaohsiung, TaiwanThis paper demonstrated the influences of initiation, development, turn-down, and reinitiation of the dynamic capability of an entrepreneurial firm in the solar energy industry. The focus is on the impact of entrepreneurial hubris, which may affect the decision of ambidexterity that can vitalize dynamic capability. The findings indicate that, when the major decision maker (the founder entrepreneur) has the trait of hubris, the decision-making process may be overly arbitrary, and a decision of being exploratory or exploitative alone is likely to be made. On the contrary, when the founder entrepreneur is aware of the hubris and shares decisive power, the decision of being ambidextrous as a dynamic capability is more freely achieved. This paper contributes by discovery of the cognitive-based microfoundation of entrepreneurial ventures and linkage of such microfoundation to organizational ambidexterity.https://www.frontiersin.org/articles/10.3389/fpsyg.2021.717245/fulldynamic capabilityambidexteritymanagerial hubrisWuxi Suntechsolar energy industry |
| spellingShingle | Yan Guo Pei-Wen Huang Chu Ciu Shih-Chieh Fang Fu-Sheng Tsai Fu-Sheng Tsai Fu-Sheng Tsai Entrepreneur Hubris, Organizational Ambidexterity, and Dynamic Capability Construction Frontiers in Psychology dynamic capability ambidexterity managerial hubris Wuxi Suntech solar energy industry |
| title | Entrepreneur Hubris, Organizational Ambidexterity, and Dynamic Capability Construction |
| title_full | Entrepreneur Hubris, Organizational Ambidexterity, and Dynamic Capability Construction |
| title_fullStr | Entrepreneur Hubris, Organizational Ambidexterity, and Dynamic Capability Construction |
| title_full_unstemmed | Entrepreneur Hubris, Organizational Ambidexterity, and Dynamic Capability Construction |
| title_short | Entrepreneur Hubris, Organizational Ambidexterity, and Dynamic Capability Construction |
| title_sort | entrepreneur hubris organizational ambidexterity and dynamic capability construction |
| topic | dynamic capability ambidexterity managerial hubris Wuxi Suntech solar energy industry |
| url | https://www.frontiersin.org/articles/10.3389/fpsyg.2021.717245/full |
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