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  • 1.
    Omorede, Adesuwa
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Affective motivation:: Studies of its importance for entrepreneurial activities2014Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    Motivation is a significant concept within the entrepreneurial process, referring to everything from identifying opportunities and generating or articulating ideas to evaluating opportunities and planning steps to form or launch an enterprise and then grow and develop that enterprise. Motivational drivers can be classified as non-affective (i.e., rational and calculative) and affective (i.e., emotionally laden). The present doctoral thesis focuses on affective motivation among entrepreneurs and is comprised of four papers. Collectively, these papers focus on two research inquiries: (1) the role of social and cognitive factors for the development of affective entrepreneurial motivation and (2) how and why affective entrepreneurial motivations are related to entrepreneurial activities. Specifically, the thesis papers examine the following topics:Paper I. Entrepreneurship Psychology: A Review. This paper addresses the status of extant research in key areas of entrepreneurship psychology (personality, cognition, emotion, attitude, and self within entrepreneurs’ psychology) and what can be anticipated from future research in this domain. It draws upon a literature review and expert panel survey.Paper II. Exploration of Motivational Drivers towards Social Entrepreneurship. This work explores what drives individual motivation for engagement and persistence in social entrepreneurial activities. It builds on a qualitative, multiple case study. Paper III. Committed to a Cause: Passionate Leader Behavior in Social Enterprising. This qualitative, multiple case study explores the question of how passionate leader behavior benefits social enterprising.Paper IV. Obsessive Passion, Competence, and Performance in a Project Management Context. This study tests the links among competence, passion and how entrepreneurial projects are led. It builds upon quantitative survey data

  • 2.
    Omorede, Adesuwa
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Exploration of motivational drivers towards social entrepreneurship2014In: Social Enterprise Journal, ISSN 1750-8614, E-ISSN 1750-8533, Vol. 10, no 3, p. 239-267Article in journal (Refereed)
    Abstract [en]

    Purpose– This paper aims to explore the reasons behind individuals’ motivational drivers to start social enterprises in Nigeria and their persistence in the entrepreneurial process. By presenting an emergent model, the paper aims to provide more understanding on why certain individuals devote their efforts in addressing nagging issues and tackling longstanding inefficiencies in communities and societies. Design/methodology/approach– An inductive study, which draws upon qualitative data (interviews and archival data) of social entrepreneurs and people surrounding them, was conducted. Findings– The findings show that local conditions such as widespread ignorance and unscientific beliefs together with the individual’s intentional mindset are contributing factors, which explain engagement in starting a social enterprise. It is further suggested that the combination of local conditions and intentional mindset, in turn, triggers the individuals’ passion for a cause that is facilitated by the support provided from their social network, which both seem to be important for maintaining persistence in the oftentimes challenging situation of being a social entrepreneur. Originality/value– This study makes two significant contributions to the literature of social entrepreneurship. First, the study presents an emergent model that introduces specific empirically grounded reasons toward individuals’ drives and motives for starting and persisting in social entrepreneurship. Second, the study adds to the development of literature by highlighting the importance of contextual factors when studying social entrepreneurship and also provides explanations for the significant role of passion for social entrepreneurial activities.

  • 3.
    Omorede, Adesuwa
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Where does the spirit come from and what keeps them going: A qualitative approach to understanding the drivers for social entrepreneurship2012Conference paper (Refereed)
    Abstract [en]

    The present study explores the reasons that motivates why individuals start social enterprises and persist to continue with the process. Our inductive study draws upon interviews of entrepreneurs and the people involved before and/or during their entrepreneurial process. Our findings show the existence of compassionate contextual and compassionate personal reasons for why some individuals indulge in social entrepreneurial activities, it also shows other factors to why they continue in the entrepreneurial process and finally suggest that passion is important when starting and continuing with social entrepreneurship. In addition, our findings provide new insights and contribute to the field of social entrepreneurship by shedding light on drivers for social entrepreneurial engagements and activities.

  • 4.
    Omorede, Adesuwa
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Small Scale Entrepreneurs’ Potential for Driving Community Development2014Conference paper (Refereed)
    Abstract [en]

    Aim of the paperThe purpose of this study is to examine and illustrate the interplay between individual entrepreneurs and the organization in social entrepreneurship towards achieving community development. The study focused on addressing two research questions to achieve this aim. First, what role can passionate individuals play in social entrepreneurship? Second, how does the social entrepreneur’s personal performance feed back to the individual? Contribution to the literature The findings make a series of contributions to research. Foremost, the present study provides empirical evidence on how the leader as an individual is important for the social venture. Little previous research has focused on this aspect of organizational management. Instead, theoretical research has focused on conceptualizing social entrepreneurship (e.g., Haugh, 2007; Lumpkin et al., 2013; Weerawardena & Mort, 2001), and empirical studies have focused on social entrepreneurs as change agents (Partzsch & Ziegler, 2011), entrepreneurial models (Mair et al., 2012), and ranking success factors (Sharir & Lerner, 2006). To shed light on the social entrepreneur’s behavior, as we do, adds an active and vivid element to the interplay between the social entrepreneur and the social organization. It does not merely confirm that the individual is important, but helps us develop a tentative model regarding how the leader is important. In doing so, we offer a greater. Second, although social entrepreneurship is a global phenomenon, African countries are underrepresented in the research (for exceptions see Ndemo, 2006; van Rensburg, Veldsman, & Jenkins, 2008; Nwankwo, Phillips, & Tracey, 2007). By drawing on data from entrepreneurs working in Nigeria, the present study contributes to building richer theory.Methodology We used an inductive study to gain greater understanding of the individual−organizational interplay in social venturing. Our sample included 37 individuals leading nonprofit NGOs in Nigeria. In addition, data was collected from 63 individuals surrounding these social entrepreneurs. A semi- structured interview was conducted and lasted from 5-80 minutes. Data analysis followed three steps. First We engaged in open coding. Second, the open coding was used for axial coding, meaning that conceptually similar codes were grouped into more abstract constructs. And finally, we identified dimensions underlying the constructs through axial coding (“organizational power, “community development,” and “personal performance”)Results and implications Findings suggest that social entrepreneurs play significant roles in the organizational power of the enterprise such as engaging in mobilizing resources; promoting in-house commitment within and between members of the organization and also promoting the attractiveness of the enterprise. In addition, promoting community development was another significant role played by social entrepreneurs to promote social impact. Specifically, building organizational power resulted in community development leading to the development of the communities through empowerment; raising awareness; and role modeling. Finally, the findings revealed that the social entrepreneurs perceived how they were performing in terms of both organizing (organizational power) and creating social value (community development). Specifically, the data indicated that their perceived personal performance, which impacted their future behavior and commitment for the social cause was represented by the three indicators: (1) organizational success, (2) affecting others’ lives, and (3) needs that remained unmet.

  • 5.
    Omorede, Adesuwa
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Entrepreneurship psychology: a review2015In: The International Entrepreneurship and Management Journal, ISSN 1554-7191, E-ISSN 1555-1938, Vol. 11, no 4, p. 743-768Article in journal (Refereed)
    Abstract [en]

    Based on a literature review of entrepreneurship psychology, and a specific highlighting of the subareas personality, cognition, emotion, attitude, and self, this article presents a review of this field’s past and current issues in terms of topics, theories, and methods. In combination with survey results from entrepreneurship psychology researchers’ current work and opinions on the research frontier on those aspects, this article provides insights and suggestions for future research directions

  • 6.
    Omorede, Adesuwa
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Obsessive passion, competence, and performance in a project management context2013In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 31, no 6, p. 877-888Article in journal (Refereed)
    Abstract [en]

    Obsessive passion is when people have a strong inclination toward an activity that they like, find important, and in which they spend significant time, but also feel internal pressure to engage in. Prior research has demonstrated that obsessive passion typically brings several negative consequences. The present study nuances the picture by showing that there are indeed conditions when obsessive passion can be beneficial and that it has an important role for project management. It develops and tests hypotheses on the role of project leaders' obsessive passion for project goals. Results support that challenging goals are attained to a greater extent if the project leader scores high on obsessive passion. Such obsessive passion, in turn, is a result of the project leader's competence (positive relationship) and the team's competence (inverted U-shaped relationship). These results have important implications for theory and future research on passion, goal theory, and competence in projects.

  • 7.
    Omorede, Adesuwa
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Passionate project leaders: The impact on project outcomes2012Conference paper (Refereed)
  • 8.
    Omorede, Adesuwa
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Psychological factors in entrepreneurship: An assessment of the state of the field2012Conference paper (Refereed)
  • 9.
    Ylinenpää, Håkan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Wincent, Joakim
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Parida, Vinit
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Ericson, Åsa
    Luleå University of Technology, Department of Computer Science, Electrical and Space Engineering, Computer Science.
    Thorgren, Sara
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Örtqvist, Daniel
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Mary George, Nerine
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences.
    Omorede, Adesuwa
    Project: CiiR-Centre for Inter-Organizational Innovation Research2011Other (Other (popular science, discussion, etc.))
1 - 9 of 9
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