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• We model the 'purpose acquisition process' resulting in different degrees of technological pervasiveness. • We use our framework to provide a microeconomic explanation of the establishment of general purpose technologies. • We read contributions on general purpose technologies and structural change as special cases of linked markets. • We explore static and dynamics formulation of the model and discuss the determinant of pervasiveness also from a policy perspective. What makes an industry a dominant filiére and a particular technology a so-called general purpose technology (GPT)? The paper contributes to a microeconomics of vertically related and networked industries by framing GPTs as a peculiar case of technological connectivity between sectors and provides a simple model that accounts for the endogenous success (failure) of GPT-based industries in a competing technologies setting. In a nutshell, we explore the process potentially leading to technological pervasiveness and dissect it in its structural elements. The model takes into consideration several conditions under which an upstream technology increases its pervasiveness in the economy or remains constrained as a component used by a small subset of downstream applications only. Hence, the model shows how 'purposes' are acquired by a technology struggling to dominate the downstream market. Policy implications of the analysis are highlighted, and dynamic implications of the model are discussed. Two main features of the study are that (i) we go beyond the a priori assumption that a pervasive GPT-like technology already exists in the economy and (ii) we bring GPT theorizing under the umbrella of studies of structural change through the dynamics of industries' linkages. [ABSTRACT FROM AUTHOR]

This study developed a model of team mental models' influence on team adaptive performance at different stages. It proposed that mental models have different relationships with adaptive performance as a function of the performance stage when teams experience changes: early on (i.e., during situation assessment) more divergent mental models are needed for performance; later on (i.e., during plan execution) more convergent mental models are needed. The model was tested in an experiment with 33 teams (N= 99) faced with unforeseen change at task midway. Partially supporting the predictions of a divergence-convergence model, at situation assessment, teams that developed more dissimilar mental models attained a higher performance originality, but not higher efficiency or usefulness. However, at plan execution, team mental models' convergence did not lead to higher performance. Implications for research on team mental models are discussed. [ABSTRACT FROM AUTHOR]

Purpose: To combine the identity and the theory of planned behavior (TPB) approaches to entrepreneurship, we investigated unique main effects as well as moderating effects of an entrepreneurial self-identity in the TPB-entrepreneurship framework. We also investigated predictors of an entrepreneurial self-identity. Design/methodology/approach: Considering a process model of entrepreneurship, we analyzed two cross-sectional T1 samples of German scientists with regard to two central tasks along the entrepreneurial process (business idea development and business founding) via path model analyses as well as data from follow-up surveys collected at T2 and T3 via regression analyses. Findings: Self-identity predicted founding intentions, above and beyond the effect of the TPB variables. Moreover, self-identity showed a characteristic moderating effect with TPB-intention predictors. Their effect was weaker or even zero at low levels of self-identity. In addition, self-identity forecasted behavior, but had no unique main or moderating effect on behavior in the TPB framework. Self-identity was predictable by past behavior, personality structure, recalled adolescent competencies, and early parental role models. Moreover, an engagement in entrepreneurial activity led to an increase in self-identity over time. Implications: The results suggest that self-identity operates as a motivational factor in entrepreneurial transitions that interacts with TPB variables in a characteristic way. An entrepreneurial self-identity develops from an early developmental stage on, but also during the working life. Originality/value: This study is unique because it integrates the occupational self-concept/self-identity construct into the TPB-entrepreneurship approach, and also delivers new implications concerning how to foster entrepreneurial motivations more effectively by taking the developing occupational self-concept into account. [ABSTRACT FROM AUTHOR]