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There is a growing interest on how critical perspectives can help us understand family businesses. Current literature suggests that critical reflection is needed in aspects such as conflict, fear, and emotions. In this chapter, we argue that the use of a critical perspective illuminates the intricate complexities of family business behavior and that a critical discussion around fear, which is conceptualized as both an inhibitor and a motivator for business, plays a significant role in the dark side of family business. To advance understanding, we review recent conversations that can help us understand better the role of fear; how does this impact on resilience? And, how do feelings and emotions impact family firms? In our review, we argue that perspectives that focus on specific tangible resources (e.g. financial) are limited to explain how families in business may deal with fear. A critical perspective suggests that three areas merit further attention: fear of failure, effects of failure, and the intersection between entrepreneurial learning and the effects of fear in the dark side of family businesses. By contextualizing critical approaches, we provide insight for researchers, policymakers, and those operating family businesses alike.

The institutional context and government policies may encourage or discourage entrepreneurship in a country. The main research question in this study is: how does a national social benefits system influence the entrepreneurial decision-making process to start a new venture across countries? The authors investigate two categories of effects: (1) the direct effects of public and private social expenditure on the entrepreneurial decision to start a new venture and (2) the multilevel interaction effects of social benefits and the individual-level ‘fear of failure to start a business’. The authors find that entrepreneurs in countries with a high level of public social expenditures are less likely to decide to start a new venture. The findings also suggest that private social expenditure weakens the negative effect of the ‘fear of failure’ on the entrepreneurial decision to start a new venture.

The use of reinforcement and punishment have been studied extensively in laboratory and organizational settings. It has been found that positive reinforcement is the most effective way to achieve the required behavior. Many theories and models have been developed in order to explain the relationship between punishment and fear and it has been found that these are correlated. The use of punishment and fear in the organizational setting has proved to be ineffective and undesirable. Managers must try to create an environment and climate where employees can express their full potential and respond to difficult challenges by letting go of fear of failure, fear of change, or fear of risk taking. Human resource management offers some alternatives and programs to assist in executing this task.

The present study explores gender inequalities in the entrepreneurial landscape in Romania, based on Global Entrepreneurship Monitor (GEM) data, highlighting similarities and differences between women and men entrepreneurs. Even if the GEM reports include data on entrepreneurship since 1999, Romania has been among the participating countries only since 2007 for the Adult Population Survey (GEM, APS). Thus, to include Romania in the analysis, the data from this study were selected for nine years, namely from 2007 to 2015. Our results indicate that among Romanian men and women, similar drivers influence the odds of engagement in entrepreneurial activities relative to not being involved in businesses. For both men and women, having confidence in their knowledge and skills had the highest odds ratio values. Also, identifying opportunities proved to be positive and significant for both genders, while fear of failure had the opposite effect. Knowing other entrepreneurs can lead to great benefits generated through social exchange. Findings reveal that the external knowledge that an entrepreneur’s environment gives rise to can prove to be supportive in the discovery of opportunities and their exploitation.

Using resource-based theory as a base, this paper aims to analyse the moderating role of entrepreneurial education on the relationship between psychological (perseverance and fear of failure) and social (family support and role models) factors as they related to entrepreneurial readiness among female youth.

A sample of 1914 female youth who have pursued a formal entrepreneurial course was used to understand the relationship and its impact on entrepreneurial readiness. Liner regression technique was used to understand the hypotheses set for the study.

The results signify a positive impact of perseverance and family support for entrepreneurial readiness, while that of fear of failure was negative, role models were positive but non-significant. Entrepreneurial education was key for enhancing psychological and social factors abilities for female youth entrepreneurial readiness.

The cross-sectional data collected from females in an urban area makes the generalisation of the findings challenging.

Policymakers and academia are to be cognizant of the fact that formal entrepreneurial education is a contributor to entrepreneurial readiness.

This study adds to the paucity of research on entrepreneurial readiness of female youth in developing economies like Ghana with the identification and explanation of its antecedents as well as situating it in both resource-based view and social capital theories.

This study aims to investigate how entrepreneurial anxiety develops during the entrepreneurial intention stage in a developing country such as Bangladesh, where doing business has long been a challenge, and examine how individuals manage their entrepreneurial anxiety. Indeed, understanding how anxiety is formed when individuals decide to start a business has been a challenge, because such a decision is influenced by both individual and contextual factors.

This study applies thematic analysis to examine how individuals experience and react to entrepreneurial anxiety in a developing country context when they make a decision to start a business using data from 30 in-depth semistructured interviews with 20 aspiring and 10 active entrepreneurs. All participants are Bangladeshi nationals.

Consistent with earlier studies, the findings of this study revealed that entrepreneurial anxiety is regarded as a type of distress, doubt, fear, uneasiness and worry. Moreover, 11 distinct sources of entrepreneurial anxiety were identified, suggesting that some individuals develop problem-focused coping strategies to stay firm on their decision to start a business as planned, whereas others procrastinate.

The findings add new dimensions to the theory of entrepreneurial anxiety and offer practical implications for aspiring entrepreneurs, policymakers, parents and society as a whole.

This study contributes to an underexplored area of emotion in entrepreneurship by conceptualizing how entrepreneurial anxiety develops during a specific stage of the entrepreneurial process, that is, entrepreneurial intention.

The aim of this paper is to challenge the person‐related aspect of the stereotype that older employees are unmotivated. In an overall model, it seeks to examine how age, perceived age discrimination, and perceived organizational support relate to each other and how they affect the achievement motives' hope of success and fear of failure.

Data were collected in six large German enterprises using a standardized questionnaire. The sample included 631 older employees aged 50 to 64 and 624 younger employees aged 30 to 40. For the data analysis, PLS structural equation modeling was used.

The results showed that older employees were more strongly affected by age discrimination than their younger colleagues. Perceived age discrimination, in turn, led to less perceived organizational support and a higher fear of failure. Age, in contrast, was not substantially related to achievement motives. Thus, the stereotype of unmotivated older employees is not justified.

The findings outline the central role of perceived age discrimination. Thus, with an increasingly aging workforce, organizations have to amplify their anti‐discrimination efforts by applying suitable human resource management and leadership practices.

This paper contributes to the literature by challenging a stereotype common in Western societies and examining the achievement motives of older employees. Moreover, it tries to shed light on the organization's role regarding the perception of discriminating and non‐supporting environments.

Through the lens of experiential learning theory, this conceptual paper examines the factors influencing the likelihood of transitioning from hybrid to full-time entrepreneurship. It is critical to evaluate the experiential learning that takes place during the hybrid phase, in order to establish a more nuanced understanding of the dynamic entrepreneurial journey.

This conceptual paper made use of a secondary data analysis of the existing academic literature, in particular using a thematic analysis, in order to propose a conceptual model and associated propositions.

The proposed conceptual model identifies four factors: fear of failure, perceived risk, entrepreneurial competency development and self-efficacy that are predicted to influence the transition decision. This paper establishes hybrid entrepreneurship as an effective learning ground and path toward full-time entrepreneurship.

Providing insights into the factors that influence the transition, allows policy makers to establish systems and incubators to support hybrid entrepreneurs reach the tipping point at which they have sufficient knowledge to enter full-time entrepreneurship. This paper establishes the importance of developmental policies aimed at encouraging hybrid entrepreneurship. There are also implications for managers of hybrid entrepreneurs to establish policies that encourage a culture of transparency and reap the benefits of enhanced employee development.

The paper has three predominant sources of value. First, offering a multidisciplinary approach by extending an existing theory to a new context; second, through the establishment of a conceptual model, offering propositions readily linked to hypotheses for future empirical assessment and third, enhancing the visibility of hybrid entrepreneurship in the literature to encourage public policy intervention and support.

A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.

Purpose: The emotions that accompany failure, in and of organizations, and their consequences have been researched in multiple domains of management, but comparative approaches have seldom been attempted. The failure of organizations to survive has been a common occurrence over centuries, particularly in the modern era of start-ups, innovation, and political, economic, and environmental turbulence. With the advent of the COVID-19 pandemic, failure at many levels of society, including the organizational and individual, has increased significantly and produced even more intense emotions. Study Design/Methodology/Approach: For this conceptual chapter, literature from many disciplines was consulted on failure in organizations, and the emotions it elicit, including studies on the process of failure as well as its outcomes. Findings: Failing and failure are likely to evoke negative emotions, with negative consequences for the actor. However, positive emotions can also occur, and a matrix of emotional valence and consequences presents an intriguing set of possibilities. The dimensions of emotions (valence, intensity, duration, and frequency) interact with a wide range of contributing factors (salience, personality, identity, emotional intelligence, emotional regulation, prior experience of failure, and context) in producing the emotions of failure and their consequences. Originality/Value: This chapter contributes to the literature by explicating the types of emotions that emanate during and after failure across many domains of management research, their dimensions and contributing factors, and the consequences for the individual actor. The model of the emotions of failure that is presented here assembles a wider variety of elements than prior research has offered. We indicate avenues for further research as we approach an era of even more demanding challenges.