@article{60947, abstract = {{ABSTRACTIntrapreneurs—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 intrapreneur identity illusion 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.}}, 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}}, } @article{60946, abstract = {{ABSTRACTThis study addresses the role of national culture in shaping hackathon teams' ideation outcomes. Drawing on the innovation and creativity literature and Schwartz’ theory of cultural value orientations, we propose that hierarchical values decrease the quality of ideas that teams develop over the course of a hackathon and that intellectual autonomy and mastery improve it. Using archival data, including pitch presentations from an international hackathon and data on cultural value orientations, we compiled a sample of 308 teams to investigate the influence of cultural value orientations and employed linear mixed‐effects regression analysis to test our hypotheses. We found that hierarchical cultural values are negatively associated with the quality of ideas, which suggests that hackathon teams that operate in such cultures suffer from a “liability of hierarchy.” We also found that teams from societies that emphasize mastery of the natural and social environment are more likely than other teams are to develop high‐quality ideas to tackle the (grand) challenges that hackathons address. We found no relationship between intellectual autonomy and idea quality. The study findings support the notion that culture manifests in hackathon teams' behavior and so shapes the quality of ideas they develop, thus laying the foundation for success or failure.}}, author = {{Krebs, Benjamin P. and Funck, Marieke and Tomin, Slawa and Wach, Bernhard and Kabst, Rüdiger}}, issn = {{0033-6807}}, journal = {{R&D Management}}, number = {{4}}, pages = {{1265--1281}}, publisher = {{Wiley}}, title = {{{Unveiling the Impact of Cultural Value Orientations on Ideation Outcomes: Evidence From the International #EUvsVirus Hackathon}}}, doi = {{10.1111/radm.12752}}, volume = {{55}}, year = {{2025}}, } @article{60944, abstract = {{ABSTRACTIntrapreneurs—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 intrapreneur identity illusion 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.}}, 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}}, } @article{60945, abstract = {{ABSTRACTThis study addresses the role of national culture in shaping hackathon teams' ideation outcomes. Drawing on the innovation and creativity literature and Schwartz’ theory of cultural value orientations, we propose that hierarchical values decrease the quality of ideas that teams develop over the course of a hackathon and that intellectual autonomy and mastery improve it. Using archival data, including pitch presentations from an international hackathon and data on cultural value orientations, we compiled a sample of 308 teams to investigate the influence of cultural value orientations and employed linear mixed‐effects regression analysis to test our hypotheses. We found that hierarchical cultural values are negatively associated with the quality of ideas, which suggests that hackathon teams that operate in such cultures suffer from a “liability of hierarchy.” We also found that teams from societies that emphasize mastery of the natural and social environment are more likely than other teams are to develop high‐quality ideas to tackle the (grand) challenges that hackathons address. We found no relationship between intellectual autonomy and idea quality. The study findings support the notion that culture manifests in hackathon teams' behavior and so shapes the quality of ideas they develop, thus laying the foundation for success or failure.}}, author = {{Krebs, Benjamin P. and Funck, Marieke and Tomin, Slawa and Wach, Bernhard and Kabst, Rüdiger}}, issn = {{0033-6807}}, journal = {{R&D Management}}, number = {{4}}, pages = {{1265--1281}}, publisher = {{Wiley}}, title = {{{Unveiling the Impact of Cultural Value Orientations on Ideation Outcomes: Evidence From the International #EUvsVirus Hackathon}}}, doi = {{10.1111/radm.12752}}, volume = {{55}}, year = {{2025}}, } @article{50461, author = {{Yahyaoui, Y. and Jakob, E.A. and Steinmetz, Holger and Wehner, M.C. and Isidor, R. and Kabst, Rüdiger}}, journal = {{Nonprofit Management & Leadership}}, number = {{4}}, pages = {{755--781}}, title = {{{The Equivocal Image of Young Social Enterprises - How Self- vs. Other-Oriented Values Influence External Perceptions}}}, volume = {{33}}, year = {{2023}}, } @article{49095, author = {{Krebs, Benjamin and Kabst, Rüdiger}}, journal = {{PERSONALquartely}}, title = {{{Erfolgreiches People Management in KMU und Start-ups}}}, volume = {{4}}, year = {{2022}}, } @inbook{49104, author = {{Rebert, Tobias and Tomin, Slawa and Wach, Bernhard and Kabst, Rüdiger}}, booktitle = {{Intrapreneurship}}, isbn = {{9783662641019}}, publisher = {{Springer Berlin Heidelberg}}, title = {{{Methodenverliebt am Markt vorbei?}}}, doi = {{10.1007/978-3-662-64102-6_19}}, year = {{2022}}, } @article{50463, abstract = {{PurposeEnabled by increased (“big”) data stocks and advanced (“machine learning”) analyses, the concept of human resource analytics (HRA) is expected to systematically improve decisions in human resource management (HRM). Since so far empirical evidence on this is, however, lacking, the authors' study examines which combinations of data and analyses are employed and which combinations deliver on the promise of improved decision quality.Design/methodology/approachTheoretically, the paper employs a neo-configurational approach for founding and conceptualizing HRA. Methodically, based on a sample of German organizations, two varieties (crisp set and multi-value) of qualitative comparative analysis (QCA) are employed to identify combinations of data and analyses sufficient and necessary for HRA success.FindingsThe authors' study identifies existing configurations of data and analyses in HRM and uncovers which of these configurations cause improved decision quality. By evidencing that and which combinations of data and analyses conjuncturally cause decision quality, the authors' study provides a first confirmation of HRA success.Research limitations/implicationsMajor limitations refer to the cross-sectional and national sample and the usage of subjective measures. Major implications are the suitability of neo-configurational approaches for future research on HRA, while deeper conceptualizing and researching both the characteristics and outcomes of HRA constitutes a core future task.Originality/valueThe authors' paper employs an innovative theoretical-methodical approach to explain and analyze conditions that conjuncturally cause decision quality therewith offering much needed empirical evidence on HRA success.}}, author = {{Strohmeier, Stefan and Collet, Julian and Kabst, Rüdiger}}, issn = {{1746-5265}}, journal = {{Baltic Journal of Management}}, keywords = {{Management of Technology and Innovation, Marketing, Organizational Behavior and Human Resource Management, Strategy and Management, Business and International Management}}, number = {{3}}, pages = {{285--303}}, publisher = {{Emerald}}, title = {{{(How) do advanced data and analyses enable HR analytics success? A neo-configurational analysis}}}, doi = {{10.1108/bjm-05-2021-0188}}, volume = {{17}}, year = {{2022}}, } @article{49097, author = {{Krebs, Benjamin and Kabst, Rüdiger}}, journal = {{PERSONALquartely}}, title = {{{Shared Leadership: Neue Studien für die Unternehmenspraxis}}}, volume = {{4}}, year = {{2021}}, } @article{49094, author = {{Krebs, Benjamin and Kabst, Rüdiger}}, journal = {{PERSONALquartely}}, title = {{{Corporate Entrepreneurship: Die Rolle und Bedeutung des Humankapitals}}}, volume = {{4}}, year = {{2020}}, } @inbook{49102, author = {{Megow, N. and Kabst, Rüdiger}}, booktitle = {{Perspektiven des Entrepreneurships: Unternehmerische Konzepte zwischen Theorie und Praxis}}, editor = {{Hölzle, K. and Tiberius, V. and Surrey, H.}}, pages = {{251--262}}, title = {{{Corporate Entrepreneurship durch die Allokation von Ressourcen}}}, year = {{2020}}, } @article{49098, author = {{Krebs, Benjamin and Izsak, L. and Kabst, Rüdiger}}, journal = {{PERSONALquartely}}, title = {{{Corporate Entrepreneurship: HR als Treiber und Begleiter des Wandels}}}, volume = {{4}}, year = {{2019}}, } @article{49099, author = {{Krebs, Benjamin and Kabst, Rüdiger}}, journal = {{PERSONALquartely}}, title = {{{Erfolgsfaktoren für Inklusion und Diversität in Unternehmen}}}, volume = {{4}}, year = {{2018}}, } @article{49101, author = {{Schmitz, E. and Kabst, Rüdiger}}, journal = {{PERSONALquartely}}, title = {{{Auf der Suche nach dem Sinn: Corporate Social Responsibility}}}, volume = {{4}}, year = {{2016}}, } @inbook{49285, author = {{Isidor, Rodrigo and Schwens, Christian and Kabst, Rüdiger}}, booktitle = {{Markteintrittsstrategien}}, isbn = {{9783834935038}}, publisher = {{Gabler Verlag}}, title = {{{Die Messung von Joint-Venture-Erfolg}}}, doi = {{10.1007/978-3-8349-3504-5_8}}, year = {{2012}}, } @inbook{49289, author = {{Isidor, Rodrigo and Schwens, Christian and Kabst, Rüdiger}}, booktitle = {{Markteintrittsstrategien}}, isbn = {{9783834935038}}, publisher = {{Gabler Verlag}}, title = {{{Die Messung von Joint-Venture-Erfolg}}}, doi = {{10.1007/978-3-8349-3504-5_8}}, year = {{2012}}, } @inbook{49288, author = {{Isidor, Rodrigo and Schwens, Christian and Kabst, Rüdiger}}, booktitle = {{Markteintrittsstrategien}}, isbn = {{9783834935038}}, publisher = {{Gabler Verlag}}, title = {{{Die Messung von Joint-Venture-Erfolg}}}, doi = {{10.1007/978-3-8349-3504-5_8}}, year = {{2012}}, } @article{49276, author = {{Baum, Matthias and Schwens, C. and Kabst, Rüdiger}}, journal = {{Handbook of Research on Born Globals}}, pages = {{36--45}}, title = {{{Determinants of different types of born globals}}}, doi = {{10.4337/9781848449534.00012}}, year = {{2012}}, } @article{49271, author = {{Baum, Matthias and Schwens, C. and Kabst, Rüdiger}}, journal = {{Handbook of Research on Born Globals}}, pages = {{36--45}}, title = {{{Determinants of different types of born globals}}}, doi = {{10.4337/9781848449534.00012}}, year = {{2012}}, }