@article{60947,
  abstract     = {{<jats:title>ABSTRACT</jats:title><jats:p>Intrapreneurs—employees participating in internal corporate venturing (ICV) programs—are vital in nurturing entrepreneurship within organizations. While existing literature has extensively studied ICV at the organizational level, research on individual‐level processes remains limited, particularly regarding intrapreneurs' identity‐related conflicts over time. However, to design programs and interventions that unlock employees' creative potential and promote innovation, it is crucial to understand these individual dynamics. We conducted an 18‐month longitudinal study of 21 intrapreneurs within an ICV program, developing a process model and theory of intrapreneurs' identity work. We find that aspiring intrapreneurs construct an “idealized entrepreneur identity” that fundamentally conflicts with their employee identity. To maintain a coherent sense of self, they either safeguard their emerging entrepreneur identity by denying corporate dependence and eventually opposing the organization or they realign with their employee role, forsaking their intrapreneurial aspirations. These findings challenge the implicit assumption of a distinct intrapreneur identity, demonstrating how and why intrapreneurs struggle to construct a coherent and positively valued identity as intrapreneurs. We term this phenomenon the <jats:italic>intrapreneur identity illusion</jats:italic> and highlight its detrimental effects for both individuals and organizations. Our research contributes to understanding the individual‐level foundations of corporate entrepreneurship and offers broader implications for innovation management.</jats:p>}},
  author       = {{Starmann, Frederic-Alexander and Tomin, Slawa and Hubner-Benz, Sylvia and Kabst, Rüdiger}},
  issn         = {{0737-6782}},
  journal      = {{Journal of Product Innovation Management}},
  publisher    = {{Wiley}},
  title        = {{{The Intrapreneur Identity Illusion: Unraveling the Identity Work of Intrapreneurs in Internal Corporate Venturing}}},
  doi          = {{10.1111/jpim.12798}},
  year         = {{2025}},
}

@inbook{48529,
  author       = {{Hubner-Benz, Sylvia and Frese, Michael}},
  booktitle    = {{Handbook of Organizational Creativity}},
  isbn         = {{9780323918411}},
  publisher    = {{Elsevier}},
  title        = {{{Creativity in entrepreneurship: Dancing between nothing and structure}}},
  doi          = {{10.1016/b978-0-323-91841-1.00024-5}},
  year         = {{2023}},
}

@article{48516,
  abstract     = {{Recruitment contexts such as STEM professorships promote clearly defined selection criteria and objective assessment. We illuminate in these contexts, the subjective interpretation of seemingly objective criteria and gendered arguments in discussions of applicants. Additionally, we explore gender bias despite comparable applicant profiles investigating how specific success factors lead to selection recommendations for male and female applicants. Implementing a mixed methods approach, we aim to highlight the influence of heuristics, stereotyping, and signaling in applicant assessments. We interviewed 45 STEM professors. They answered qualitative open-ended interview questions, and evaluated hypothetical applicant profiles, qualitatively and quantitatively. The applicant profiles enabled a conjoint experiment with different applicant attributes varied across the profiles (i.e., publications, willingness to cooperate, network recommendation, and applicant gender), the interviewees indicating scores of selection recommendation while thinking aloud. Our findings reveal gendered arguments, i.e., questioning women potentially fueled by a perception of women’s exceptional status and perceived self-questioning of women. Furthermore, they point to gender-independent and gender-dependent success patterns, thereby to potential success factors particularly for female applicants. We contextualize and interpret our quantitative findings in light of professors’ qualitative statements.}},
  author       = {{Dutz, Regina and Hubner-Benz, Sylvia and Emmerling, Franziska and Peus, Claudia}},
  issn         = {{1664-1078}},
  journal      = {{Frontiers in Psychology}},
  keywords     = {{General Psychology}},
  publisher    = {{Frontiers Media SA}},
  title        = {{{Sure you are ready? Gendered arguments in recruitment for high-status positions in male-dominated fields}}},
  doi          = {{10.3389/fpsyg.2022.958647}},
  volume       = {{13}},
  year         = {{2023}},
}

@article{48511,
  abstract     = {{Human-robot interaction research has shown that social robots can interact with humans in complex social situations and display leadership-related behaviors. Therefore, social robots could be able to take on leadership roles. The aim of our study was to investigate human followers’ perceptions and reactions towards robot leadership behavior, and differences based on the robot’s displayed leadership style. We implemented a robot to show either a transformational or a transactional leadership style in its speech and its movements. We presented the robot to university and executive MBA students (N = 29) and subsequently conducted semi-structured interviews and group discussions. The results of explorative coding indicated that participants differed in their perceptions and reactions based on the robot’s leadership style and based on their assumptions about robots in general. We observed that participants quickly imagined either a utopia or worried about a dystopia, depending on the robot’s leadership style and their assumptions, and that a subsequent reflection led to more nuanced views. We discuss the implications and recommendations for human-robot interaction and leadership research.}},
  author       = {{Cichor, Jakub Edward and Hubner-Benz, Sylvia and Benz, Tobias and Emmerling, Franziska and Peus, Claudia}},
  issn         = {{1932-6203}},
  journal      = {{PLOS ONE}},
  keywords     = {{Multidisciplinary}},
  number       = {{2}},
  publisher    = {{Public Library of Science (PLoS)}},
  title        = {{{Robot leadership–Investigating human perceptions and reactions towards social robots showing leadership behaviors}}},
  doi          = {{10.1371/journal.pone.0281786}},
  volume       = {{18}},
  year         = {{2023}},
}

@article{48517,
  author       = {{Hubner-Benz, Sylvia and Baum, Matthias}},
  issn         = {{1742-5360}},
  journal      = {{International Journal of Entrepreneurial Venturing}},
  keywords     = {{Management of Technology and Innovation, Strategy and Management, Business and International Management}},
  number       = {{1}},
  publisher    = {{Inderscience Publishers}},
  title        = {{{What predicts effectuation preferences Disentangling individual and environmental factors and illuminating decision criteria}}},
  doi          = {{10.1504/ijev.2023.129283}},
  volume       = {{15}},
  year         = {{2023}},
}

@article{48512,
  author       = {{Deng, Wei and Hubner-Benz, Sylvia and Frese, Michael and Song, Zhaoli}},
  issn         = {{1075-4253}},
  journal      = {{Journal of International Management}},
  keywords     = {{Strategy and Management, Finance, Business and International Management}},
  number       = {{3}},
  publisher    = {{Elsevier BV}},
  title        = {{{Different ways lead to ambidexterity: Configurations for team innovation across China, India, and Singapore}}},
  doi          = {{10.1016/j.intman.2023.101027}},
  volume       = {{29}},
  year         = {{2023}},
}

@book{48528,
  author       = {{Hubner-Benz, Sylvia}},
  isbn         = {{9783658389468}},
  issn         = {{2197-6708}},
  publisher    = {{Springer Fachmedien Wiesbaden}},
  title        = {{{Warum Personalführung in Start-ups anders funktioniert}}},
  doi          = {{10.1007/978-3-658-38947-5}},
  year         = {{2022}},
}

@article{48518,
  abstract     = {{Although the leadership literature has emphasized the importance of leader identity for leader behaviors and leader effectiveness, little is known about whether and how professionals, who are experts in their field and hold a formal leader role, construe a leader identity. To expand our understanding of leader identity construal, we explored how professors in German research universities interpreted their formal leader role and whether and how they saw themselves as leaders. Based on findings from an inductive interview study, we contribute to the literature in three ways: First, our findings imply that patterns of professional identity and leader identity dimensions likely predict when a leader role is <jats:italic>rejected</jats:italic>, <jats:italic>accommodated</jats:italic>, <jats:italic>incorporated</jats:italic>, or <jats:italic>emphasized</jats:italic>. Second, we explain why professionals with a formal leader role see themselves primarily as <jats:italic>specialists</jats:italic>, <jats:italic>mentors</jats:italic>, <jats:italic>managers</jats:italic>, or <jats:italic>shapers</jats:italic>. Third, we extend previous notions of the leader identity concept by elaborating on its dimensions. Our findings have practical implications on an individual and organizational level, and may help design more effective leadership development programs.}},
  author       = {{Rehbock, Stephanie K. and Hubner-Benz, Sylvia and Knipfer, Kristin and Peus, Claudia V.}},
  issn         = {{0269-994X}},
  journal      = {{Applied Psychology}},
  keywords     = {{Applied Psychology, Arts and Humanities (miscellaneous), Developmental and Educational Psychology}},
  number       = {{2}},
  pages        = {{559--587}},
  publisher    = {{Wiley}},
  title        = {{{What kind of leader am I? An exploration of professionals' leader identity construal}}},
  doi          = {{10.1111/apps.12389}},
  volume       = {{72}},
  year         = {{2022}},
}

@article{48520,
  author       = {{Hubner-Benz, Sylvia and Rudic, Biljana and Baum, Matthias}},
  issn         = {{0958-5192}},
  journal      = {{The International Journal of Human Resource Management}},
  keywords     = {{Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management, Business and International Management, Industrial relations}},
  number       = {{11}},
  pages        = {{2137--2172}},
  publisher    = {{Informa UK Limited}},
  title        = {{{How entrepreneur’s leadership behavior and demographics shape applicant attraction to new ventures: the role of stereotypes}}},
  doi          = {{10.1080/09585192.2021.1893785}},
  volume       = {{34}},
  year         = {{2021}},
}

@article{48519,
  author       = {{Hubner-Benz, Sylvia and Frese, Michael and Song, Zhaoli and Tripathi, Neha and Kaschner, Tamara and Le Kong, Xing}},
  issn         = {{0148-2963}},
  journal      = {{Journal of Business Research}},
  keywords     = {{Marketing}},
  pages        = {{408--421}},
  publisher    = {{Elsevier BV}},
  title        = {{{An Asia-centric approach to team innovation: Cultural differences in exploration and exploitation behavior}}},
  doi          = {{10.1016/j.jbusres.2021.09.009}},
  volume       = {{138}},
  year         = {{2021}},
}

@article{48513,
  abstract     = {{Evaluators’ fit assessments are not only influenced by applicants’ qualities, but also by stereotypes, especially in recruitment for high‐status jobs in male‐dominated fields. The unidimensional agentic stereotype of these work contexts signals agentic job and organizational requirements (stereotypically male qualities such as achievement orientation), although the actual requirements usually also include communality (stereotypically female qualities such as interpersonal skills). In five experiments, we investigate the relevance of perceived applicant agency for perceived applicant fit, the influence of recruitment material, contextual differences, and the role of applicant gender. Our findings indicate that perceived applicant agency drives perceived person‐job and person‐organization fit in strictly male stereotyped work contexts, regardless of gender, and agentic recruitment material enhances this effect. Contrasting different contexts (high‐ with low‐status jobs and a male‐dominated with a gender‐balanced and female‐dominated field) revealed that the relevance of perceived agency increases with perceived job status, and the relevance of perceived communality decreases with the expected share of men. Although women were perceived as highly agentic in strictly male stereotyped work contexts, their need to be perceived as agentic also was higher than for men, due to the perceived lack of fit between women and high‐status jobs.}},
  author       = {{Dutz, Regina and Hubner-Benz, Sylvia and Peus, Claudia}},
  issn         = {{0031-5826}},
  journal      = {{Personnel Psychology}},
  keywords     = {{Organizational Behavior and Human Resource Management, Applied Psychology}},
  number       = {{2}},
  pages        = {{441--483}},
  publisher    = {{Wiley}},
  title        = {{{When agency “fits” regardless of gender: Perceptions of applicant fit when job and organization signal male stereotypes}}},
  doi          = {{10.1111/peps.12470}},
  volume       = {{75}},
  year         = {{2021}},
}

@article{48514,
  abstract     = {{This paper introduces narratives in entrepreneurial ecosystems as drivers of effectuation vs. causation. Drawing on 43 interviews with successful players in Silicon Valley, Munich, and Singapore, we found ecosystem-specific narratives indicate what is common, appropriate, and successful in each ecosystem, and these narratives encourage either effectuation or causation. Our findings indicate that the narratives in the ecosystem in Silicon Valley facilitate effectuation, in Munich causation, and in Singapore a cautious balance of both. Our research suggests that narratives can explain mechanisms how ecosystems influence entrepreneurship: the national culture, market characteristics, available resources, and networks in an ecosystem spark ecosystem-specific narratives, which in turn shape tendencies towards effectuation and causation. Thereby, we introduce a new ecosystem-focused perspective on predictors of effectuation and causation.}},
  author       = {{Hubner-Benz, Sylvia and Most, Fabian and Wirtz, Jochen and Auer, Christine}},
  issn         = {{0921-898X}},
  journal      = {{Small Business Economics}},
  keywords     = {{Economics and Econometrics, General Business, Management and Accounting}},
  number       = {{1}},
  pages        = {{211--242}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Narratives in entrepreneurial ecosystems: drivers of effectuation versus causation}}},
  doi          = {{10.1007/s11187-021-00531-3}},
  volume       = {{59}},
  year         = {{2021}},
}

@article{48524,
  author       = {{Hubner-Benz, Sylvia}},
  issn         = {{1742-5360}},
  journal      = {{International Journal of Entrepreneurial Venturing}},
  keywords     = {{Management of Technology and Innovation, Strategy and Management, Business and International Management}},
  number       = {{2}},
  publisher    = {{Inderscience Publishers}},
  title        = {{{When entrepreneurs become leaders: how entrepreneurs deal with people management}}},
  doi          = {{10.1504/ijev.2020.105571}},
  volume       = {{12}},
  year         = {{2020}},
}

@article{48521,
  author       = {{Rudic, Biljana and Hubner-Benz, Sylvia and Baum, Matthias}},
  issn         = {{2352-6734}},
  journal      = {{Journal of Business Venturing Insights}},
  keywords     = {{Management of Technology and Innovation, Business and International Management}},
  publisher    = {{Elsevier BV}},
  title        = {{{Hustlers, hipsters and hackers: Potential employees’ stereotypes of entrepreneurial leaders}}},
  doi          = {{10.1016/j.jbvi.2020.e00220}},
  volume       = {{15}},
  year         = {{2020}},
}

@article{48523,
  author       = {{Gales, Alina and Hubner-Benz, Sylvia}},
  issn         = {{1664-1078}},
  journal      = {{Frontiers in Psychology}},
  keywords     = {{General Psychology}},
  publisher    = {{Frontiers Media SA}},
  title        = {{{Perceptions of the Self Versus One’s Own Social Group: (Mis)conceptions of Older Women’s Interest in and Competence With Technology}}},
  doi          = {{10.3389/fpsyg.2020.00848}},
  volume       = {{11}},
  year         = {{2020}},
}

@article{48515,
  abstract     = {{This article analyzes the contagion process of entrepreneurial passion and its effects on employee outcomes. We develop a mediation model showing entrepreneurs’ entrepreneurial passion affects an employee passion response, which in turn affects employee outcomes. We draw on a dual-process perspective to analyze how entrepreneurs’ emotional and identity displays interact to create employees’ perceptions of entrepreneurs’ passion, and question whether the contagion effect uniformly works for all employees. Our empirical studies, one field study and one experiment, provide empirical support for a contagion effect of entrepreneurial passion, and show the particularities of the effects of entrepreneurs’ passion on employee outcomes.}},
  author       = {{Hubner-Benz, Sylvia and Baum, Matthias and Frese, Michael}},
  issn         = {{1042-2587}},
  journal      = {{Entrepreneurship Theory and Practice}},
  keywords     = {{Economics and Econometrics, Business and International Management}},
  number       = {{6}},
  pages        = {{1112--1140}},
  publisher    = {{SAGE Publications}},
  title        = {{{Contagion of Entrepreneurial Passion: Effects on Employee Outcomes}}},
  doi          = {{10.1177/1042258719883995}},
  volume       = {{44}},
  year         = {{2019}},
}

@article{48525,
  abstract     = {{This study explores how entrepreneurs develop human resources within their firms. Based on an analysis of interviews with entrepreneurs and new venture consultants, we describe entrepreneurs' human resources development (HRD) approaches. We found that entrepreneurs rely on networking and creativity, aim to leverage employees' interest and competencies, and allow cocreation by employees; current requirements and situational conditions shape entrepreneurs' HRD decisions. To elaborate on our findings, we draw on the distinction between causation and effectuation. We describe an entrepreneurial HRD process that combines both a causation‐based and an effectuation‐based HRD approach.}},
  author       = {{Hubner-Benz, Sylvia and Baum, Matthias}},
  issn         = {{1044-8004}},
  journal      = {{Human Resource Development Quarterly}},
  keywords     = {{Organizational Behavior and Human Resource Management, Arts and Humanities (miscellaneous)}},
  number       = {{4}},
  pages        = {{357--381}},
  publisher    = {{Wiley}},
  title        = {{{Entrepreneurs' human resources development}}},
  doi          = {{10.1002/hrdq.21328}},
  volume       = {{29}},
  year         = {{2018}},
}

@article{48526,
  author       = {{Hubner-Benz, Sylvia and Baum, Matthias}},
  issn         = {{1742-5360}},
  journal      = {{International Journal of Entrepreneurial Venturing}},
  keywords     = {{Management of Technology and Innovation, Strategy and Management, Business and International Management}},
  number       = {{4}},
  publisher    = {{Inderscience Publishers}},
  title        = {{{Effectuation, entrepreneurs' leadership behaviour, and employee outcomes: a conceptual model}}},
  doi          = {{10.1504/ijev.2018.093917}},
  volume       = {{10}},
  year         = {{2018}},
}