Author(s): Oliver Schmidt
This article explores psychological resilience and persistence after venture failure. Behavioral entrepreneurship theory suggests that attribution styles and growth mindset significantly affect re-entry decisions. Data from 120 German entrepreneurs reveal that adaptive attribution reduces fear of repeated failure. This study examines how perceived social norms influence entrepreneurial intention through behavioral mechanisms. Surveying 356 university students, findings show that subjective norms strongly predict entrepreneurial self-efficacy. Behavioral entrepreneurship explains how social expectations shape cognitive evaluations of feasibility and desirability. This article investigates how decision framing and risk perception influence entrepreneurial action. Drawing upon prospect theory, the research analyzes experimental data from 142 Japanese entrepreneurs. Results indicate that loss-framed scenarios increase risk-seeking behavior, particularly in early-stage ventures facing financial constraints. Behavioral entrepreneurship explains how entrepreneurs cognitively reinterpret uncertainty to justify bold strategic moves. This research explores the relationship between emotional intelligence (EI) and startup performance within the behavioral entrepreneurship framework. Through a quantitative study of 168 European technology founders, the paper demonstrates that entrepreneurs with higher EI exhibit improved conflict resolution, stakeholder communication, and adaptive strategy formation. Emotional regulation significantly mediates stress resilience and innovation output. The findings highlight behavioral capabilities as core determinants of sustainable entrepreneurial success. Digital transformation has redefined competitive landscapes across emerging economies. This article investigates the relationship between Entrepreneurial Orientation and digital transformation initiatives within firms operating in resource-constrained environments. The research explores how EO fosters digital innovation adoption, strategic agility, and technological experimentation. Findings indicate that organizations with high EO exhibit greater readiness to integrate digital tools, invest in innovation, and disrupt traditional business models. The study highlights EO as a catalyst for digital capability development, emphasizing its role in enhancing resilience and adaptability in rapidly evolving markets.