1 Department of Business Administration - Management, Department of Management, Aarhus BSS, Aarhus University2 Department of Management, Aarhus School of Business, Aarhus BSS, Aarhus University3 interdisciplinary Community for Advanced Research in Entrepreneurship, Department of Management, Aarhus BSS, Aarhus University4 Department of Management, Aarhus BSS, Aarhus University5 University of Ulster6 Max Plank Institute7 Department of Management, Aarhus BSS, Aarhus University
an alternative Explanation from Social Cognitive Theory
In this article we seek to extend previous work on control by developing a theoretical framework for understanding the role of control in entrepreneurship. We explore power-control theory as a tool for understanding the risk-related behaviours among entrepreneurs. Self-efficacy has long been used as a proxy for entrepreneurial intentions. However, little research has attempted to establish the underlying mechanisms that produce or inhibit the development of self-efficacy. Social cognitive theory links self-efficacy to the exercise of personal control. Extending these findings to entrepreneurship and drawing on Power-Control Theory, we suggest that women’s general failure to grow their businesses has intrinsic origins and may be related to a high need for being in control which again depends on a) a low risk preference and b) a low level of self-efficacy. We propose that this may be a result of socialization in the family, and in particular to patriarchal dominance. Taking our departure from the critical realist approach, we propose a research framework for understanding the role of control and self-efficacy in determining entrepreneurial growth.
self-efficacy; growth; control; risk
Main Research Area:
Sustainable futures: enterprising landscapes and communities, 2011