When the going gets tough, the entrepreneurs get less entrepreneurial?

We investigate how the 2008-2012 economic crisis relates to entrepreneurs' confidence ten years later and, in turn, their venture's entrepreneurial orientation. Conceptually, we introduce the new concept of 'hard times' to capture an entrepreneur's sense of their venture's hardship during the crisis. Theoretically, we extend ideas on imprinting, to build the argument that hard times cause a persistent reduction in an entrepreneur's entrepreneurial self-efficacy and sense of job security, both of which in turn cause a contemporaneous reduction in their venture's entrepreneurial orientation. We contrast the crisis imprinting hypothesis with a hypothesis from the more established behavioral theory of the firm. Strikingly, rich data of about 300 Flemish entrepreneurs and their ventures are in line with a small crisis imprinting effect.

Humanizing Stakeholders by Rethinking Business.

Can business humanize its stakeholders? And if so, how does this relate to moral consideration for stakeholders? In this paper we compare two business orientations that are relevant for current business theory and practice: a stakeholder orientation and a profit orientation. We empirically investigate the causal relationships between business orientation, humanization, and moral consideration. We report the results of six experiments, making use of different operationalizations of a stakeholder and profit orientation, different stakeholders (employees, suppliers, labor unions), and different participant samples. Our findings support the prediction that individual stakeholders observing a stakeholder-oriented firm see the firm's other stakeholders as more human than individual stakeholders observing a profit-oriented firm. This humanization, in turn, increases individual stakeholders' moral consideration for the firm's other stakeholders. Our findings underscore the importance of humanization for stakeholders' moral consideration for each other. This paper contributes to a deeper understanding of the firm as a moral community of stakeholders. Specifically, we move away from a focus on managers, and how they can make business more moral. Instead we direct attention to (other) stakeholders, and how business can make these stakeholders more moral.

The foreign language effect on the self-serving bias: A field experiment in the high school classroom.

The rise of bilingual education triggers an important question: which language is preferred for a particular school activity? Our field experiment (n = 120) shows that students (aged 13-15) who process feedback in non-native English have greater self-serving bias than students who process feedback in their native Dutch. By contrast, literature on the foreign-language emotionality effect suggests a weaker self-serving bias in the non-native language, so our result adds nuance to that literature. The result is important to schools as it suggests that teachers may be able to reduce students' defensiveness and demotivation by communicating negative feedback in the native language, and teachers may be able to increase students' confidence and motivation by communicating positive feedback in the foreign language.