Students should clearly understand that different types of entrepreneurship exist. It is effective to connect the diversity of entrepreneurial form with students from a multidisciplinary scope of knowledge in the form of engaged learning. This learning innovation exercise helps diverse student bodies such as science, technology, engineering, arts, and math students (STEAM), to apply their knowledge of entrepreneurship basics and each entrepreneurship type and to be prepared to verbally defend their decisions in the presence of other future entrepreneurs. Although this exercise follows Steve Blank’s categorization of entrepreneurship types (i.e., small business entrepreneurship, scalable startup entrepreneurship, large company entrepreneurship, and social entrepreneurship), educators adopting this exercise can readily replace or add other entrepreneurship types that are more relevant to a specific course or that (s)he wishes for students to more fully understand. This learning innovation is intended for implementation at the undergraduate level in medium sized introduction to entrepreneurship courses that includes students from STEAM. Students will gain experience in analyzing and problem solving related to the different types of entrepreneurship. Students will also be provided the space for group discussion and personal decision making thus fostering the development of crucial entrepreneurial skills necessary after graduation.

Purpose Information sharing is vital to organizational operations, yet employees are often reluctant to share negative information. This paper aims to gain insight into which employees will be reluctant to share negative information and when by drawing from the proactive motivation literature examining effects of proactive personality and motivational states on individuals’ willingness to share negative information. Design/methodology/approach A cross-sectional design was used, with data collected from a final sample of 393 individuals via an online survey. Hypotheses were tested using correlation and hierarchical multiple regression analyses. Findings Interactive effects indicate proactive individuals with accompanying high levels of role breadth self-efficacy (“can do”) or high levels of felt responsibility for constructive change (“reason to”) were less likely to be reluctant to share negative information. However, findings also suggest proactive individuals with lower levels of proactive motivation avoid sharing negative information. Originality/value The findings extend what is known about personality factors and employee willingness to share information to highlight which employees may be likely to avoid sharing negative information. The authors also examine the moderating influence of proactive motivational states on the relationships between proactive personality and reluctance to share negative information.

Purpose Considering the growing prominence of millennials in the workforce, the current work explores the idea of cool employers as perceived, particularly by millennials. Design/methodology/approach Utilizing a mixed methods approach, the authors explore the polar concepts of cool and uncool potential employing organizations through a two-phase study that examined millennial's and nonmillennials’ perceptions of the components that constitute a cool or uncool organization to work. Findings The findings of the study indicate a difference between millennial and nonmillennial perceptions regarding the characteristics of a cool or uncool employing organization. Additionally, the authors discuss the dimensions of the cool and uncool organization concepts as perceived by millennials in the context of pertinent organizational theory. Originality/value Based upon the tenets of attraction–selection–attrition (ASA) theory and social identity theories, an organizational coolness concept is developed.

Purpose Individuals adopt differing perceptions of entrepreneurial types, including small businesses, scalable businesses and social businesses. This study aims to suggest that individuals' entrepreneurial personal theory (EPT: learning from experiences that informs how an individual conceptualizes entrepreneurship) influences entrepreneurial intent, and that sensemaking facilitates this process such that those with a clearer understanding of different entrepreneurship paths are more likely to pursue opportunities. Design/methodology/approach This study theorizes and empirically tests whether EPT affects an individual's intent to start a small business, a scalable business or a social enterprise and how gender moderates the relationship between EPT and entrepreneurial intent. Primary survey data were collected from undergraduate business students and working adults. Findings The results indicate that EPTs characterized by small business, scalable business and social entrepreneurship have a positive association with entrepreneurial intentions. However, gender interaction effects showed that for women, an EPT characterized as small business has a weaker relationship with entrepreneurial intent, whereas an EPT characterized as social entrepreneurship has a stronger relationship with entrepreneurial intent. The notions that gender directly affects personal conceptions of entrepreneurship and that women may have not been exposed to all facets of entrepreneurship are addressed. Research limitations/implications Other variables not included in this study could also influence the relationship between how the type of entrepreneurship may shape entrepreneurial intent and how such relationship may be influenced by gender. Implications for entrepreneurship education and curriculum development are presented. Originality/value Integrating the EPT and sensemaking to uncover gender differences in the development of entrepreneurial intentions is a novel theoretical discussion.

Pitch competitions are commonplace throughout undergraduate and graduate entrepreneurship curricula. Although they are valuable exercises, advancements are available to further their usefulness and reach a wider audience. Accordingly, we developed an experiential learning exercise rooted in the tenets of corporate entrepreneurship that allows for greater collaboration, learning, and critical thinking. In the exercise, undergraduate student groups develop and present an innovative initiative, then are scored and mentored by MBA student groups prior to the final pitches. The benefits include improved student learning by undergraduate students from graduate student mentors as well as improved mentoring and leadership skills for graduate students through the practical and experiential process of helping undergraduate students improve their pitches.

The purpose of this paper is to develop a conceptual model on leader-member exchange (LMX), a micro-foundation that predicts macro level outcomes, specifically international firm performance. Based upon a comprehensive review of social exchange and LMX, the authors develop a conceptual model related to small business international firm performance. The paper outlines that, greater average LMX facilitates resource exchange and dynamic capabilities. Increased resource exchange and dynamic capabilities subsequently have a positive mediating effect on international firm performance. The model also posits that smaller span of control, more interactive job design, and more productive exchanges will positively moderate the relationship between average LMX and resource exchanges and dynamic capabilities. The paper extends the literature on micro-foundations in the strategic management literature to link LMX and small business performance. The need for small business owners to encourage strong relationships with their subordinates. Although this implication is obvious, the actual process is not. The model enhances the understanding of how the role of LMX promotes the international firm performance for small businesses, not only directly, but also through resource exchange and dynamic capabilities.

Although case study instructional methods have been used in business schools for many years, the practice of teaching with case studies has largely followed a specific delivery and implementation style often credited to Harvard Business School and focused on large, publicly traded firms. We believe many other alternatives exist for implementing case studies for today’s college students that focus on small businesses (i.e., where more of them are likely to gain employment). Accordingly, we provide an overview of the case study methodology and then explain three useful alternative methods for delivering small business case studies to millennials and generation z including a Team Based method, an Expert Teams method, and a Theory Based method. Synthesizing course material with real world examples in a debate format explains the Team Based method, establishing experts (teams of students) on a particular case and engaging such experts with questions from remaining participants explains the Expert Teams method, and applying course models to previously analyzed cases explains the Theory Based method. Abstract Although case study instructional methods have been used in business schools for many years, the practice of teaching with case studies has largely followed a specific delivery and implementation style often credited to Harvard Business School and focused on large, publicly traded firms. We believe many other alternatives exist for implementing case studies for today’s college students that focus on small businesses (i.e., where more of them are likely to gain employment). Accordingly, we provide an overview of the case study methodology and then explain three useful alternative methods for delivering small business case studies to millennials and generation z including a Team Based method, an Expert Teams method, and a Theory Based method. Synthesizing course material with real world examples in a debate format explains the Team Based method, establishing experts (teams of students) on a particular case and engaging such experts with questions from remaining participants explains the Expert Teams method, and applying course models to previously analyzed cases explains the Theory Based method.

This article examines the influence of both individual and organizational moral identity centrality on prosocial behaviors. Furthermore, we hypothesize that the centrality of these two offer a substitute effect on these behavioral outcomes. Validated measures of organizational moral identity centrality and unethical prosocial behavior are introduced. Data were collected via two separate samples, University Greek Life organization members (n=499) and restaurant workers (n=137). Regression results supporting that individuals who claim centrality of moral identity and see their organizations to also embrace the centrality are more likely to engage in citizenship behaviors and less likely to commit unethical prosocial acts. Furthermore, results support that both forms of centrality of moral identity were substitutes in terms of affecting these two outcomes. Research that contributes to understanding how individuals within an organization consciously choose to act on behalf of the organization even when these very actions conflict with generally accepted morals of right and wrong within their society is valuable to academics and practitioners alike. This study contributes to this body of knowledge. Despite extensive attention to topics of ethics and identity, previous studies have largely overlooked the impact of an organizational moral identity. Our results provide a framework for understanding the role of moral identity and the prediction of organizational citizenship and unethical prosocial behaviors.

Considering labels including 'the entitled generation', 'the dumbest generation', and the 'everybody gets a trophy generation', it is understandable that there is a rapidly growing body of research on the negative aspects of the expanding millennial portion of the workforce. The current study, however, explores possible benefits of some millennial traits. Specifically, the authors argue that certain organisational activities, such as the creation of service opportunities, may not only be welcomed by millennials, but may also improve engagement. A sample of 239 millennials was used to explore this relationship. Regression analysis indicated that self-efficacy resulting from community service opportunities positively and significantly predicted engagement levels. Thus, results support the notion that targeted organisational activities such as service opportunities may lead to higher levels of engagement. Discussion and implications for future research follow.

This study explores family firms using principles from Social Identity Theory. Based on a survey of 173 employees working in family firms, we examine the different effects that organizational identification and family identification have on the commitment and citizenship behaviors of family firm employees. Results indicate that family identification and organizational identification represent two different constructs that affect the behaviors of employees within family firms. In particular, family identification is positively related to commitment and citizenship behaviors. Results also indicate that this relationship is affected by membership in the owning family. Our study extends the domain of organizational identification as a construct and acknowledges the importance of considering both family and organizational identification when exploring the behaviors of employees within family firms. Implications for researchers and practitioners are discussed.

There is a rapidly growing body of research on the more negative aspects of the expanding millennial population. Alternatively, the current study explores possible benefits resulting from millennial traits typically considered to be negative, specifically entitlement and narcissism. The authors hypothesize that self-efficacy generated by the creation of service opportunities, may not only improve engagement, but may also lessen the influence of negative millennial traits including entitlement and narcissism. Hypotheses were explored using a sample of 239 millennials. Following Preacher and Hayes’ (2008) method for mediation, we found that the model tested was fully mediated. Results and discussion follow.

IntroductionThe of identity has shaped the behavior of individuals throughout the course of time, and is arguably more fundamental to the conception of humanity than any other notion (Gioia, 1998, p. 17). Theories of identity and social identity suggest that individual behavior is regulated by a sense of who one perceives oneself to be and the memberships in various groups one perceives important. As noted by Ashforth and Mael (1989), a referent organization may provide the answer to an individual's question of Who am I? Multiple scholars have offered definitions of organizational identification to explain the association individuals have with their respective organizations. Even though these definitions may differ to some extent, it is broadly agreed that organizational identification demands some sort of deep association between the individual and an organization, in which the individual recognizes him- or herself as sharing communal attributes with a specific group or organization (Ashforth and Mael, 1989; Dutton, Dukerich and Harquail, 1994; Pratt, 1998).Extant research explicates one specific basis for individual identity that is of particular interest here, one's moral identity. Moral identity has been conceptualized as a set of common moral traits likely to be central to most people's moral self-definition (Aquino and Reed, 2002, p. 1424). In particular, the importance of one's moral identity to one's self concept has been linked to inter-group relations (Aquino, Ray, and Reed, 2003), charitable giving (Reynolds and Ceranic, 2007) and truth-telling (Aquino, Ray and Reed, 2003), as well as higher levels of moral engagement (Detert, Trevino and Sweitzer, 2008). Research has also shown that the relationship between one's moral identity and behavior in specific circumstances is not fixed and immutable (Appiah, 2008). Behavior contrary to a person's self-concept can be triggered by external factors such as ambient sounds or smells and internal conditions such as fatigue (Appiah, 2008), conditions that threaten safety and security (Narvaez, 2008), the behaviors of others (Haidt, 2007; Haidt and Bjorkland, 2008a, b) and the frame or context within which one conceptualizes the circumstances or situation (Tenbrunsel and Messick, 2004; Tennbrunsel and Smith Crowe, 2008).In addition to literature on the concept of individual moral identity, researchers have begun to address the of organizational moral identity. Although prior works have investigated congruence in terms of fit and identification in organizations (Haslam, 2001; Hatch and Schultz, 1997, 2000, 2002), organizational research has not explicitly explored congruence in terms of moral identity. Here, we suggest that this congruence or incongruence will affect productive behaviors such as citizenship behaviors as well as counterproductive behaviors such as organizational deviance in organizations. Perhaps more importantly, we argue that specific of congruence and incongruence will likely impact these behaviors in unique ways. Thus, our paper has the potential to advance scholar-practitioners' understanding of: (1) how individual moral identity and organizational moral identity interact to predict important outcomes, and (2) how congruence and incongruence between the individual and the organization will impact behavioral outcomes related to organizational citizenship behavior and deviant behavior in organizations.In the sections that follow, we first review the definition and theoretical background of individual moral identity and extend the concept of moral identity to the organizational level. Then we examine the concepts of moral identity congruence/incongruence and delineate the different types of congruence/incongruence, linking each of these to specific types of productive and counterproductive behaviors through propositions that detail these expected relationships.Moral identityWe define ethics or morality (terms we will use interchangeably) as the values, rules, principles, obligations and concerns that allow individuals and organizations to interact in complicated societies and pursue their individual and common purposes while respecting the purposes of others. …

Recent corrupt behavior on behalf of American businesses and corporate executives suggests that a rethinking of the relationship between corporate governance and organizational ethics is required. The dominant governance approach of agency theory has fostered an emphasis on short-term profit and selfserving behavior. This paper suggests that stewardship theory offers an attractive alternative to existing governance models and argues that a stewardship approach is likely to facilitate more ethical work climates and covenantal relationships between employers and employees, both of which have been shown in the literature to promote positive attitudes and behaviors, as well as ethical decision making.

We examine whether a controlling family’s influence in their family business relates to the business’s human resources practices and how the ethical viewpoint of those in control of the business affects this relationship. We find that family influence is positively related to hiring, promotion, and compensation practices that favor family members over nonfamily members. We also find that pro-family compensation practices are positively related to family business owners’ assessment of their business’s ethical stringency. We discuss the potential consequences of family business owners who strongly influence their businesses and knowingly create inequitable compensation practices that favor family employees.

Despite the increasing sophistication of the literature on strategic consensus and the compelling arguments linking it to organizational performance, empirical research has produced mixed findings. To address this conundrum, we examine the contingent role of strategic alignment—that is, to what extent decision makers place importance on strategic priorities that are responsive to, or fit, the demands of the external environment faced by the organization—as a salient missing link. Our findings from a sample of 349 university faculty members in 63 academic departments suggest that the consensus–performance relationship is stronger for lower levels of strategic alignment, whereas at higher levels of alignment, consensus appears to have little effect. Our discussion traces implications of these findings for existing theory and future research.

In this study, we investigate the relationship between affective commitment and unethical proorganizational behaviors (UPBs), which are unethical behaviors conducted by employees meant to potentially benefit the organization (Umphress, Bingham, & Mitchell, 2010). We predicted that affective commitment would be positively related to UPBs and that moral identity would moderate and weaken this relationship. The results support our hypotheses, indicating that individuals with high levels of affective organizational commitment are more likely to engage in UPBs when they hold a lower level or moral identity. Theoretical and practical implications are discussed.

Through the lens of social identity theory, this article investigates the influence of the social variable of the family as a catalyst for beneficial outcomes via a stewardship orientation within the firm. The family firm provides a unique perspective in that it possesses a broader range of influential social groupings. However, multiple identifications may not associate with only positive outcomes, as conflict may arise when such identities compete. We contend that the leadership within a family firm can capitalize on the benefits associated with multiple identifications and reduce conflict in the family firm based upon members‟ perceptions of transformational leadership.