We highlight business model innovation as a way for general managers and entrepreneurs to create and appropriate value, especially in times of economic change. Business model innovation, which involves designing a modified or new activity system, relies on recombining the existing resources of a...

Where do firms' heterogeneous resources come from? Our qualitative, inductive study of nascent firms over seven years revealed that founders' differential use of emotion regulation behaviors can explain differential creation of social resources at the firm level. We found that founders' emotion...

Building on the received literature, we conceptualize a firm's business model as a system of interdependent activities that transcends the focal firm and spans its boundaries. The activity system enables the firm to create value in concert with its partners but also to appropriate a share of the...

Based on a four-year field study of six new ventures, we investigate whether and how founders of new firms engaged in affective sensegiving with diverse stakeholders; namely investors, board members, customers and employees. Affective sensegiving refers to founders' integrating affect in their...

Based on a five-year field study of six new ventures, we investigate whether and how organization founders use affective influence, a form of emotion management, with diverse stakeholders, specifically investors, board members, customers and employees. We observed wide differences in founders'...