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Does B Corp certification help startups acquire external finance? Research and practice implicitly assume an affirmative answer, but B Corp certification's influence on early-stage funding is ambiguous. We argue that certification lowers the likelihood of funding from traditional investors by revealing dispersed managerial attention, but appeals to impact investors as a natural preference fit. Conditional on receiving financing, we expect certification to facilitate option monitoring, lowering uncertainty and attracting additional funds. We find partial support for our hypotheses in a matched sample of 720 startups. Certification decreases the chances of raising traditional finance, but has no effect on impact funding. Conversely, impact, but not traditional, investors supply more capital to certified ventures conditional on investing. Interviews with early-stage investors show that, contrary to our expectations, impact investors also recognize certification's negative attention allocation effects in early-stage firms, while relying on alternative impact assessment tools to select investments. Certification enhances transparency for ventures receiving funding, allowing impact investors to better track investment options, signaling lower risk and higher quality. Our study advances research on B Corps, venture certification, investor sensemaking, and impact investing by offering a nuanced view of the benefits and costs of certification for young firms. [ABSTRACT FROM AUTHOR]

Entrepreneurs communicate social visions to convince talent to join their venture. Social visions present a future where the venture addresses environmental and/or societal issues. In line with the rising interest in for-profit social ventures, prior research has documented the benefits of social vision communication, albeit in established organizations, thus overlooking how social visions attract talent in entrepreneurial contexts. With results from two complementary studies, we challenge the positive stance in prior research. Using data from a job board for start-up ventures we show that social visions attract less talent. In a field experiment with 102 job seekers, we find that this is because social visions limit job seekers' perceived opportunity for achievement at the venture, prompting higher salary demands. These findings advance research on entrepreneurship, human resources and vision communication, and caution entrepreneurs against social vision communication as a recruitment strategy. [ABSTRACT FROM AUTHOR]

Research examining the topic of inclusion and diversity across demographic differences, underlying attributes and cultural values highlights the importance of inclusive interpersonal processes. Addressing the 2019 conference theme by delineating pathways to inclusion in organizations, in this symposium, we include four empirical papers that explore (1) how experiences with diversity at the workplace and individual mindfulness impact inclusive diversity climates in the workplace, (2) how an individual's level of cross-cultural competence can influence their perceptions of team inclusion, (3) how simulation-based training can enhance communication in diverse teams to arrive at greater inclusiveness and stronger team identity, (4) and finally how an individual's mental representations of team diversity can influence the relationship between individual gender dissimilarity and an individual's inclusion in team information elaboration. Following the presentations, Professor Darren Good, a leading scholar on mindfulness and team adaptation and a highly skilled facilitator, will serve as a discussant to synthesize the theoretical and practical implications of the papers, for inclusion and diversity research. How Experiences with Diversity and Mindfulness Contribute To Inclusive Diversity Climates at Work Presenter: Terence Chia; U. of Western Australia Presenter: Cristina Gibson; Pepperdine Graziadio Business School Cross-Cultural Competence Development: A Pathway to (and from) Team Inclusion Presenter: Valerie Alexandra; San Diego State U. Presenter: Karen Holcombe Ehrhart; U. of Central Florida Presenter: Amy Randel; San Diego State U. Integrating Simulation Based Team Training For Effective Communication and Inclusion in Diverse Teams Presenter: Sonia Raghav; Curtin Business School Diversity Mindsets, Gender Dissimilarity, and Individual Performance Presenter: Daan Van Knippenberg; Drexel U. Presenter: Wendy Van Ginkel; Drexel U. Presenter: Daan Alexander Stam; Erasmus U. Rotterdam Presenter: Steffen R. Giessner; Rotterdam School of Management, Erasmus U. Presenter: Timo Hans Van Balen; Rotterdam School of Management, Erasmus U. [ABSTRACT FROM AUTHOR]

Vision is a future image of a desired or idealized state that can be applied to individuals, groups, organizations, and societies. For decades, vision has taken center stage as a key factor composing the larger construct of leadership effectiveness. Yet many questions remain regarding leadership vision, such as: ' Are new models or paradigms available that might help leaders approach the issue of vision formulation? ' How does leadership vision apply at multiple levels of organizations? For example, how is vision formation at upper echelons level relevant to vision that might be formed by lower-level leaders? ' How and why does vision become shared and ultimately pursued by individuals, groups, and an entire organization? ' Are new methods available that might demonstrate why some leaders tend to be perceived as visionary, while others are not? We address these questions in this symposium through a mixture of conceptual and empirical papers. In so doing, our hope is to stimulate new thinking and theory pertaining to leadership vision, as well as highlight emerging methodologies that might be applied. And perhaps most importantly, the papers cross levels/boundaries between micro and macro attempts to understand the connection between visionary leadership and effectiveness in organizations. Indeed, leadership vision represents an ideal topic for such scholarly boundary spanning. Re-Envisioning Leadership Vision: Sci-fiction or Sci-fact? Presenter: Michelle Bligh; Claremont Graduate U. Strategic Vision and New CEO Legitimacy: An Integrative and Social Perspective Presenter: He Gao; Michigan State U. Presenter: Danni Wang; Rutgers Business School Presenter: Albert Cannella; Texas A&M U., College Station Too Tired to Be Inspired? How Emotional Exhaustion Affects the Link Between Visionary Leadership and Follower Performance Presenter: Eric Kearney; U. of Potsdam Presenter: Florian Scholz; U. of Potsdam In Pursuit of Visions: How Leader Vision Communication Affects Collective Vision Pursuit Presenter: Daan Alexander Stam; Erasmus U. Rotterdam Presenter: Timo Hans Van Balen; Rotterdam School of Management, Erasmus U. Neural Foundations of Visionary Leadership Presenter: Joohyung Kim; Arizona State U. Presenter: Raseana Williams; Arizona State U. Presenter: David A. Waldman; Arizona State U. Presenter: Pierre Balthazard; California State U. Sacramento Presenter: Justin Ames; Case Western Reserve U. [ABSTRACT FROM AUTHOR]

We investigate whether framing an entrepreneurial vision in a disruptive way helps or hampers subsequent investment acquisition. Disruptive framing of entrepreneurial visions refers to the promotion of an interruption or displacement of an existing technology, service, or business model. We contrast this with achievement framing, which communicates previous and current achievements. Drawing from real options theory, we hypothesize that disruptive framing increases the likelihood of getting funded, but attracts fewer amounts. These effects are exacerbated by achievement framing. A novel dataset of Israeli start- ups shows that a standard deviation increase in disruptive vision communication increases the odds of getting funded by 14 percent, but reduces amounts of funds received by 36 percent. In addition, achievement framing complements disruptive framing in the odds of receiving funding, but substitutes it in the amount of funds received. These findings offer new insights on how entrepreneurs frame their innovations in the disruption process. [ABSTRACT FROM AUTHOR]

We investigate the question of how team membership change affects team performance. Results from a quasi-experiment of 129 four-member teams show that membership change hinders the performance of winning teams. We define a winning team as one that has achieved disproportionately high performance beyond what ordinary teams have not. In contrast to winning teams, we show that ordinary teams benefit from membership change. Furthermore, a longitudinal study of 666 video game sequels indicates that departing members cause detrimental effects on winning teams, whereas newcomers are the reason for the increase in ordinary teams' subsequent performance. Through demonstrating that ordinary and winning teams are affected differently by membership change, we reconcile the conflicting findings in team membership change research and unearth the distinct effects of newcomers and leavers. We also propose winning teams as a vital new research avenue. [ABSTRACT FROM AUTHOR]