Imprinting of founders' entrepreneurial motivations on enterprises' practices and processes: The context of creative industries

This paper explores the imprinting of entrepreneurs' motivations on the practices and processes of enterprises. We investigate the question in the context of creative industries (CIs) as an extreme case of entrepreneurial motivations (EMs) prevalence. We analyse the EM of 14 founders of design...

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Bibliographic Details
Published in:Creativity and innovation management 2021-03, Vol.30 (1), p.182-197
Main Authors: Abecassis‐Moedas, Céline, BenMahmoud‐Jouini, Sihem, Manceau, Delphine, Pereira, Joana
Format: Article
Language:English
Subjects:
Context
Creative industries
creative industry
Design
entrepreneurial motivation
Entrepreneurship
founder's imprinting
Motivation
Performance measurement
Qualitative analysis
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Summary:This paper explores the imprinting of entrepreneurs' motivations on the practices and processes of enterprises. We investigate the question in the context of creative industries (CIs) as an extreme case of entrepreneurial motivations (EMs) prevalence. We analyse the EM of 14 founders of design consultancies. Three EMs emerge: self‐fulfilment, freedom and financial motivation. The qualitative analysis reveals that the founders' EMs at the time of a venture's founding has a lasting impact on the characteristics of the venture (name, processes formalization, decision‐making processes, performance measures and growth strategies). Specifically, founders driven by self‐fulfilment tend to build ventures named after them. In these ventures, processes are informal, decision‐making is centralized, performance measures are based on personal satisfaction and recognition and enterprise growth is restrained. Founders who seek freedom tend to run enterprises with semiformal processes, semicentralized decision‐making, a client satisfaction focus, and slow growth strategies. In contrast, founders with financial motivations tend to create enterprises with formal processes, decentralized decision‐making, financial performance metrics and growth ambitions. By focusing on EM and adopting a holistic approach beyond some characteristics of the venture, we complement the imprinting literature.
ISSN:0963-1690
1467-8691
DOI:10.1111/caim.12421