Abundant studies have pointed out that perfectionism and passion are interrelated and that they both can influence performance in a variety of contexts, including sports, however, research on how ...these variables interact and might affect performance in team sports, such as soccer, is still scarce. The aim of this study is to analyze differences in perfectionism and passion between under-23 years-old (U23) and older semi-professional soccer players, as well as to study the possible relationship between these two psychological variables.
Participants (
= 130 healthy semi-professional Spanish soccer players) were divided into two equivalent groups according to the participants age, U23 (
= 65; 21.58 ± 1.91 years) and older than 24 years (
= 65; 30.03 ± 3.72 years) and completed self-reports on perfectionism and passion.
Independent samples
-test determined significant differences between the U23 Group and the >24 Group in perfectionism global score and concern over mistakes (maladaptive perfectionism), and in time, value, and passion. Multiple regression analyses revealed that obsessive passion predicted maladaptive subdimensions of perfectionism, while harmonious passion predicted adaptive perfectionism.
U23 soccer players show higher levels of maladaptive perfectionism, time, value, and passion in relation with soccer than older players, probably because at this stage pressure to become professionals and to develop their technical, tactical, and physical skills is higher than in later stages.
Identifying differences between different age groups can help professionals in tailoring their interventions and strategies to address the specific needs of athletes at different stages of development more effectively, and to optimize mental focus, reduce stress, to promote a healthy mindset for optimal performance in soccer players, furthermore, the study of moderating effects of factors such as team dynamics or coaching styles on these constructs is advised.
In today's increasingly competitive and dynamic marketplace, achieving brand commitment is one of the ultimate goals for brands. Considering the heightened importance and relevance of brand's ethical ...perception and its symbolic benefits, the present research examines the impacts of perceived brand ethicality on brand passion and brand commitment. A conceptual framework was tested using structural equation modeling with responses from 273 apparel shoppers collected by using a structured questionnaire. We find evidence of mediating-moderation effect in which the moderating power of perceived brand ethicality is eliminated in the presence of full mediator, brand passion. Interestingly, in studying the “mediated-moderation” links, we also find the dampening effects of perceived brand ethicality at play. The results of this paper have theoretical contributions and implications for managers.
Purpose
This study extends the literature on top management team (TMT) diversity and innovation by introducing entrepreneurial passion diversity as an important TMT affective component in determining ...firm innovation performance. This paper draws on the knowledge-based view and proposes that TMT passion diversity, in terms of intensity separation and focus variety, may hinder the process of knowledge creation, and, in turn, reduce firm innovation performance.
Design/methodology/approach
The authors conduct a questionnaire survey using a simple random sampling technique and collect data from 195 small- and medium-sized enterprises in China. Ordinary least squares regression and a structural equation model are applied to test the hypotheses.
Findings
This study finds that TMT passion intensity separation has a negative effect on firm innovation performance via knowledge exchange and knowledge combination. TMT passion focus variety has a negative effect on firm innovation performance via knowledge combination.
Originality/value
This study highlights the affective diversity of entrepreneurial passion in TMTs and clarifies the detrimental role of TMT entrepreneurial passion diversity in innovation and knowledge creation. It contributes new insights to the literature on TMT diversity, knowledge management and entrepreneurial passion.
We propose a conceptual model that links entrepreneurs' passion, network centrality, and financial performance, and test this model with small business managers in formal business networking groups. ...Drawing on the dualistic model of passion, we explore the relationships that harmonious and obsessive passion have with financial performance, mediated by network centrality. Results indicate that harmoniously passionate entrepreneurs had higher out‐degree centrality in their networking group (i.e., they were more inclined to seek out members to discuss work issues), which increased the income they received from peer referrals and, ultimately, business income. Obsessively passionate entrepreneurs had lower in‐degree centrality (i.e., they were less likely to be approached by peers), and in turn received less income from referrals and less business income. These findings highlight that entrepreneurial passion does not always result in positive financial outcomes – the type of passion makes a difference. Implications for research and practice are discussed.
Purpose: Both marketing scholars and brand managers have noted the importance of brand passion. They have increasingly emphasized how brand passion influences consumers' psychological states and ...behaviors. In contrast, an almost negligible effort has been made to study whether the individual's brand passion can be transferred to others. Methods: Using consumer socialization theory and emotional contagion theory as a lens, this study explores whether airline brand passion can be transferred from a parent to a child. To this end, a convenience sample of (N = 202) parent-child dyads was utilized to test the moderated moderated-mediation hypotheses. Results: The results provide evidence that parents' airline passion can be translated into the child's airline passion via emotional contagion for daughters who live with their parents but not those who live independently of their parents. Similarly, parents' airline passion can be transferred to sons regardless of their geographical distance. The implications, limitations, and agendas for future research are discussed in depth. Keywords: parent's airline passion, child's airline passion, emotional contagion, geographical distance, moderated moderated-mediation model
Empirical evidence is mounting that passion is an important part of entrepreneurship, contributing to behavior and outcomes for entrepreneurs, employees, and ventures. Yet knowledge of the ...performance implications of passion within new venture teams is sorely lacking. We examine how both the average level of entrepreneurial passion and the diversity of passion within new venture teams contributes to venture performance in both the short- and long-term. We test our model with multi-source, multi-wave data collected from 107 new venture teams participating in an accelerator program. Our findings indicate that average team passion is not significantly related to performance, but passion diversity, particularly intensity separation, is negatively related to performance. These findings have important implications for the literature on passion, new venture teams, and group affective diversity.
While existing studies have substantially improved our understanding of entrepreneurial passion, its sources, and its subsequent impact, insight into this topic remains limited in at least three ways. First, most new ventures are founded and led by teams rather than individuals, yet existing studies predominantly focus on entrepreneurial passion at the individual rather than team level. Second, while there is a prevailing assumption in existing literature that entrepreneurial passion leads to beneficial outcomes consistent with longstanding work in psychology, there is emerging evidence in entrepreneurship that passion may not always be functional and that it can even be dysfunctional. Despite this, we have limited understanding of what types of passion or when or for whom it is dysfunctional. And third, extant work on entrepreneurial passion for individuals and within teams has focused on behavioral or self-report measures of performance (e.g. Cardon and Kirk, 2015; Santos & Cardon, 2019) as well as venture survival, rather than objective team or firm performance in the short- and long-term.
In this paper, we study the influence of team passion on new venture team performance. We draw on theory concerning entrepreneurial passion within venture teams (Cardon et al., 2017) that suggests that different aspects of entrepreneurial passion within teams shape team dynamics and venture outcomes. While generally, theories of passion suggest that entrepreneurial passion is positively related to team outcomes due to the positive emotions it brings about, we find that in teams, the relationships are more complex. While the average level of passion among team members is positively related to team performance when considered alone, this effect is not significant when passion diversity is also considered. Diversity of passion among individual team members has a negative relationship with team performance, including diversity in the level of passion team members experience (intensity separation), as well as diversity in the object of their passion (focus variety). These negatively affect team dynamics due to conflicting emotions and identities among team members associated with passion diversity. We examine these relationships on specific team performance outcomes including evaluation of the business idea in the short-term and venture performance five years after their participation in an accelerator.
The sample used in this study includes 107 entrepreneurial teams that were part of an accelerator program in the Netherlands. Teams were evaluated on the quality of their business ideas at the end of the accelerator program and the amount of investment the team had received five years later. Our results provide no support for positive effects of average team passion on the quality of the business ideas and confirm the negative effects of passion intensity separation on the quality of the business idea and the negative effects of passion focus variety on later venture performance.
This paper makes several contributions. First, we expand the literature on passion in entrepreneurship, specifically adding to our understanding of passion within new venture teams. More specifically, we contribute to the growing body of evidence concerning potential dysfunctions of passion by uncovering a dysfunctional property of team passion diversity that uniquely manifests itself at the team level of analysis. We contribute to the literature on new venture teams by examining team composition in the form of passion diversity, and its relationship with team performance. Finally, our study extends work on the effects of entrepreneurial passion by looking at objective team performance outcomes in both the short- and long-term.
For entrepreneurs, our findings confirm the importance of affect and identity for new venture teams, and specifically our findings indicate that there is a dark side to team passion. While passion is generally positioned as a positive phenomenon, we highlight the negative outcomes that passion can have in the team context. Diversity in the amount of passion team members experience can diminish the quality of the business ideas the team is able to generate in the short-term, while diversity in the focus of team members' passion can diminish the firm's long-term performance. For investors and accelerator communities this research validates the importance of considering entrepreneurial team composition and specifically entrepreneurial passion levels and domains when investing in teams or when supporting venture building.
•We examine diversity of entrepreneurial passion within New Venture Teams (NVTs) and its impact on team performance in the short- and long-term.•We test our hypotheses using 107 entrepreneurial teams in an accelerator program in the Netherlands.
•Harmonious passion is not associated with job embeddedness.•Obsessive passion shares a positive relationship with job embeddedness.•Both harmonious and obsessive passion have an indirect effect on ...job embeddedness through work engagement.•Abusive supervision moderates only the indirect effect of obsessive passion on job embeddedness via work engagement.•These findings complement the dualistic model of passion, JD-R model, as well as research on work engagement, abusive supervision, and job embeddedness.
Academic and industrial attention has been paid to the job embeddedness as an important predictor of employee actual turnover. Studies have examined the influence of job embeddedness as an antecedent, mediator, and moderator. However, there have been few investigations of antecedents of job embeddedness from the perspective of employee characteristics. Therefore, the current study bridged this research gap and investigated the associations among job passion, work engagement, abusive supervision, and job embeddedness. Data from 278 full-time hotel employees indicated that harmonious passion was not associated with job embeddedness. Moreover, obsessive passion shared a positive relationship with job embeddedness. Both harmonious and obsessive passion had an indirect effect on job embeddedness through work engagement. Abusive supervision moderated only the indirect effect of obsessive passion on job embeddedness via work engagement. A new model is proposed based on our findings to explain factors that contribute to job embeddedness.
We know that entrepreneurship training is effective but we lack a theoretical understanding of the dynamic processes after training leading to business creation. In this study, we develop a ...theoretical model to explain short- and long-term effects of entrepreneurship training on entrepreneurial self-efficacy, passion, and business creation. We hypothesize that entrepreneurship training boosts entrepreneurial self-efficacy and passion, and that entrepreneurial self-efficacy sustains the positive effect of entrepreneurship training on passion over time. Furthermore, we hypothesize that entrepreneurship training impacts business creation through passion. We conducted a field experiment with four measurement waves over 32months resulting in 784 observations from 227 participants. Discontinuous growth curve modeling and joint lagged analyses supported our hypotheses. Our findings indicate that post-training processes are dynamic and that entrepreneurial self-efficacy is important to maintain high passion after training. Maintaining high passion after training eventually leads to business creation.
•We examine short- and long-term effects of entrepreneurship training on passion and business creation over 32 months•We model dynamic changes in passion after entrepreneurship training•Entrepreneurial self-efficacy sustains the effect of entrepreneurship training on passion over time•Maintaining high passion after training eventually leads to business creation in the long-run•Considering dynamic post-training processes is important for developing a theory of entrepreneurship training
This research examines how team members’ passion for innovation compiles to contribute to team innovation. We argue that team mean passion influences team innovation by affecting team reflexivity, ...which is a key team process for members to collectively reflect on and adjust their efforts toward achieving innovation goals. The indirect effect of mean passion on team innovation via team reflexivity depends on the nature of passion—harmonious passion (HP) versus obsessive passion (OP)—and the diversity of the corresponding type of passion. Results from a two‐wave field study of 131 teams and a three‐wave field study of 155 teams support the differential effects of compiled HP and OP. Moreover, the effect of mean HP on team reflexivity and its indirect effect on team innovation via reflexivity were less positive when HP diversity was higher rather than lower, while the effect of mean OP on team reflexivity and its indirect effect on team innovation via reflexivity were less negative when OP diversity was higher rather than lower. This research offers important theoretical and practical implications for literatures on passion, teams, and team innovation.
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