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This paper aims to attempt to synthesize the evidence in literature on the link between passion and passion outcomes to propose a parsimonious framework of entrepreneurial passion and venture performance based on the theory of social cognition, identity and self-regulation.

A detailed review of empirical and conceptual articles related to the topic was the adopted methodology. An eclectic synthesis of the evidence guided the development of the framework as proposed.

Empirical review of the related studies reveals that the link between entrepreneurial passion and venture performance is distal. Based on the theoretical foundation of the study, entrepreneurial passion is proposed to have a direct link on venture performance and an indirect link mediated by goal-setting, entrepreneurial behavior and entrepreneurial self-efficacy. Control variables proposed include age, sex, size, work experience or tenure and self-regulation or feedback.

Entrepreneurial passion is conceived as an experienced construct conceptualized as the interaction of intense positive feeling and identity centrality associated with venture outcomes defined as opportunity recognition, venture creation/growth and threshold performance.

The study provides a parsimonious framework of entrepreneurial passion and venture performance that includes goals, entrepreneurial behavior and self-efficacy as mediator variables and age, sex, size, work experience or tenure and self-regulation or feedback as control variables.

The framework extends the ontological field of entrepreneurial passion, which can be validated by empirical research.

This paper aims to explore the mediating role of organizational entrepreneurial capability in the link between entrepreneurs’ effectuation and new venture performance, and whether entrepreneurs’ passion positively moderates this relationship in the Chinese emerging economy.

This study collected survey data from 140 Chinese new ventures. Following an empirical design, hierarchical regression analysis and bootstrapping analysis were applied to examine six hypotheses.

Results reveal that organizational entrepreneurial capability plays a positively mediating role in the association between entrepreneurs’ effectuation and new venture performance. Moreover, the whole mediation model is positively moderated by entrepreneurs’ passion, not only the association but also between entrepreneurs’ effectuation and organizational entrepreneurial capability.

The study is limited to the static relationships between key variables using the data obtained at one point in an emerging economy, which cannot investigate the dynamic evolution between variables. More longitudinal designs or cases to track the dynamic association should be considered.

The findings provide useful suggestions for entrepreneurs to enhance their effectual logic and entrepreneurs’ passion to better perceive and exploit opportunities and further improve new venture performance. The results also provide guidance for other groups, such as angel investors and policymakers, regarding how to use effectuation logic as an evaluation criterion to judge whether a new venture or program has investment potential.

These findings enrich the effectuation theory by providing the empirical evidence of the effect of entrepreneurs’ effectuation on new venture performance in an emerging economy. They also provide deeper insights into opportunity research by uncovering the mediating role of organizational entrepreneurial capability in the relationship between entrepreneurs’ effectuation and new venture performance.

Drawing on the Broaden-and-build theory, the study investigates the impact of team entrepreneurial passion (TEP) on team performance. This study further examines the mediating role of team cooperation between TEP and team performance. Thus, by expanding the conceptual model of TEP, the authors examine how three domains of TEP, namely inventing, founding and developing affect the entrepreneurial outcomes in the early stages of entrepreneurship.

Survey data were collected from 29 entrepreneurial teams, and the proposed relationships were assessed through Smart-PLS 3.2.8 structural equation modeling (SEM) tool.

Regarding the domains of TEP, the authors' findings show that the TEP for inventing is positively related to team performance. As for the influences of TEP for inventing and TEP for developing, both are the most beneficial for entrepreneurial outputs, such as team members' abilities to recognize and exploit opportunities.

Although there is an increased scholars' interest in entrepreneurial passion, there is a lack of research that examines the enabling factors and outcomes of entrepreneurial passion at the team level. This study is among the earliest research studies that not only empirically explores the relationships between TEP and team performance but also illustrates how each domain of TEP uniquely influences entrepreneurial outcomes by extending existing studies on entrepreneurial passion.

Entrepreneurial passion lies at the foundation of the business development process, yet the available evidence is ambiguous regarding its effects on firm performance. In this study, we examine the entrepreneurial passion puzzle by looking into decision-making mechanisms underlying its potential to increase business performance outcomes. Based on the literature on passion and effectuation theory, we link harmonious passion to firm performance through effectual behavioral logic.

To empirically test the theoretical model, we performed bootstrapping-based mediation, ordinary least squares moderated regression and moderated mediation analysis based on survey data collected from 105 executives of US firms.

We found that harmonious passion indirectly increases firm performance through effectuation. The direct link between harmonious passion and firm performance is insignificant. Moreover, the proposed mediation model is strengthened when the executives attain high levels of entrepreneurial experience.

This study is not without limitations. First, a cross-sectional data set was adopted as the empirical setting of our research. Hence, further studies could benefit from applying longitudinal research designs. Second, a self-reported survey was utilized to measure firm performance. Although such operationalization is widely accepted in management and entrepreneurship studies, objective measures can produce additional insights into focal relationships.

This study provides practical implications for educators, consultants and managers. First, educators should encourage harmonious passion and teach effectual decision-making through various educational programs. Consultants and business practitioners should take similar orientations when organizing training for employees and executives. Finally, managers need to comprehend the motivational types of their employees and promote harmonious passion through appraisal systems and organizational culture.

This research uncovers a mechanism and a boundary condition on the relationship between harmonious passion and performance. The results show the critical moderating role of human capital and the mediating role of effectual decision-making on the passion and performance relationship. The current study contributes to the passion literature by providing a more nuanced understanding of the dynamics between entrepreneurial passion and firm performance.

Entrepreneurial passion has recently begun to fascinate a growing number of researchers. While only a few systematic studies exist, Cardon et al.'s review suggests passion as a prevalent phenomenon among entrepreneurs. They make a call for empirical and systematic studies of entrepreneurial passion to provide insights for practice and research. This paper aims to apply the recent theoretical advances in a particular empirical setting: the heavy metal genre in the popular music industry.

Using a qualitative in‐depth case study approach, four ventures that are considered new ventures in the metal music business are studied.

The findings strongly imply that the grounds for a globally successful creative venture require the passion of at least one inventor entrepreneur. Also, at least one founder is needed to take the venture to the next stage, where business is formalized for ramp up and at least one developer is needed to grow the business after the other two identities and earlier stages of the venture life cycle have created the platform on which to build and develop the business. The paper also finds that these role identity‐related behaviors are essential characteristics for artists in the popular music industry.

The popular music industry is an excellent research site for studying entrepreneurial passion because artists start their careers and join together to form bands mainly because of their passion and love to create and perform music. While the theory of entrepreneurial passion offers a promising approach for entrepreneurial studies, few systematic studies exist that apply it.

Non-entrepreneurial passions may be the beginning of an extensive entrepreneurial journey. However, current passion theories cannot fully capture the essence of such passions and their effects. The purpose of this study is to explore and explain the real-life composition of passion and performance.

The investigation was conducted with comparative causal mapping (CCM) on a qualitative sample of people we designate rock “n” roll entrepreneurs (i.e. individuals driven by a passion for music and who are successful both artistically and economically). Aggregated causal maps of passion elicited through semi-structured interviews were analyzed and contrasted with performance indicators.

Passion is revealed to be an individual phenomenon, one composed of central and peripheral concepts that include—contrary to prior theories—personality traits and life contexts. Furthermore, the results suggest that the concordance of concepts determines the scope, degree and performance of passion.

This study complements prevailing passion theories in psychology and entrepreneurship. As a context-bound study, the generalizability of the results is limited to its context, which, however, paves a clear way for future research.

Creative economy entrepreneurs and educators can use the mechanism of concordance to consciously reflect passion-driven tensions between artistic, social and entrepreneurial demands and to translate passion into behavioral effectiveness.

This study is the first to use a CCM approach to investigate passion. Findings highlight the potential to research entrepreneurial phenomena at the intersection of emotion, cognition and action.

This paper contributes to research in social entrepreneurship by introducing a typology that describes four distinct types of social entrepreneurs based on the nature of their lives and career experiences and the scope of their social engagement.

In order to build a typology of social entrepreneurs, inductive profile analysis and archival research design approaches were used. A large variety of social entrepreneur profiles that are available in prominent social entrepreneurship organizations such as Ashoka Foundation, Echoing Green, Schwab Foundation and Skoll Foundation were examined.

Using four types of social entrepreneurs from the typology, the authors developed a number of predictions as to how social entrepreneurs with an activist background may benefit more in the short term but possibly struggle in the long term given their attachment to their venture's “original” cause and lack of corporate/business experience.

By developing a typology of social entrepreneurs and discussing the implications of this typology for post-launch social venture performance, the paper advances the current understanding of social entrepreneurs and the performance of their ventures. Additionally, by focusing on social entrepreneurs as agents of social change, this paper sheds some light on who these entrepreneurs are, what kind of life and career experiences they had and what motivates them to engage in social entrepreneurship.

The purpose of this paper is to examine the nature of entrepreneurial passion and in doing so explores the relationship between harmonious and obsessive passion (OP) and resilience. A pathway between passion and entrepreneurial success (ES) that is mediated by sustained entrepreneurial commitment (SEC) and resilience is tested.

An online questionnaire survey was completed by (n=215) Australian entrepreneurs. Results were based on structural equation modelling analysis.

Harmonious passion contributes directly and indirectly to perceptions of ES through resilience; OP contributes to SEC which contributes to success through resilience.

Limitations stem from the survey methodology used. Implications for incorporating harmonious and OP into training to ensure well developed entrepreneurs are raised.

This study is one of the few studies to test the theoretical constructs of passion and resilience in the entrepreneurship context, and seemingly the first to do so on an Australian sample of entrepreneurs. This research finds that both types of passion are important to individual level resilience and ultimately to ES. An OP for one’s venture is an important contributor to persisting with the venture.

Previous scholarly studies have concluded that entrepreneurial orientation (EO) positively relates to firm performance and that relationship is dependent on several contingencies. The purpose of this paper is to show how managers’ passion for work and the external environment (i.e. environmental dynamism) within which firms operate interactively impact on EO-firm performance relationship.

This theoretically derived research model is empirically validated using survey data from 250 small- and medium-sized enterprises (SMEs) operating in Ghana.

The study’s empirical findings indicate that passion for work strengthens the EO-performance relationship in dynamic market environments.

The cross-sectional design of the study does not permit causal inferences to be made regarding the variables examined. Future studies may use longitudinal design to examine the causal links of the variables.

The study’s findings provide managers with a deeper understanding of how to achieve superior product firm performance, especially when firms are entrepreneurially oriented. The understanding of this issue can promote the development and maintenance of further entrepreneurial ventures in developing economies.

The paper has a strong theoretical value because to the best of authors’ knowledge, this study is the first to examine the moderating role of passion for work on the relationship between EO and firm performance in dynamic environments.

The purpose of this study was to explore the relationship between entrepreneurial passion for founding firms (EPFF) and persistence in venture start-ups and to examine the mediating role of searching and scanning alertness, association and connection alertness and evaluation and judgment alertness (i.e. entrepreneurial alertness).

Using a three-way parallel mediation involving searching and scanning alertness, association and connection alertness and evaluation and judgment alertness, on data from 342 serial entrepreneurs from Nigeria, the authors examined the influence of EPFF on persistence in venture start-ups, through a parallel mediation involving searching and scanning alertness, association and connection alertness and evaluation and judgment alertness.

The authors find that EPFF was not significantly related (positive) to persistence in venture start-ups, but that searching and scanning alertness, association and connection alertness and evaluation and judgment alertness mediated the path through which EPFF impacts persistence in venture start-ups. Thus, entrepreneurial alertness is relevant in explaining the relationship between EPFF and persistence in venture start-ups in Nigeria.

The findings of this study highlight the relevance of EPFF and alertness in explaining persistence in venture start-ups in Nigeria.