Entrepreneurial intention is a rapidly evolving field of research. A growing number of studies use entrepreneurial intention as a powerful theoretical framework. However, a substantial part of this research lacks systematization and categorization, and there seems to be a tendency to start anew with every study. Therefore, there is a need to take stock of current knowledge in this field. In this sense, this paper carries out a review of the literature on entrepreneurial intentions. A total of 409 papers addressing entrepreneurial intention, published between 2004 and 2013 (inclusive), have been analyzed. The purpose and contribution of this paper is to offer a clearer picture of the sub-fields in entrepreneurial intention research, by concentrating on two aspects. Firstly, it reviews recent research by means of a citation analysis to categorize the main areas of specialization currently attracting the attention of the academic community. Secondly, a thematic analysis is carried out to identify the specific themes being researched within each category. Despite the large number of publications and their diversity, the present study identifies five main research areas, plus an additional sixth category for a number of new research papers that cannot be easily classified into the five areas. Within those categories, up to twenty-five different themes are recognized. A number of research gaps are singled out within each of these areas of specialization, in order to induce new ways and perspectives in the entrepreneurial intention field of research that may be fruitful in filling these gaps.

A systematic literature review on entrepreneurial intentions: citation, thematic analyses, and research agenda

Passion at work: A meta-analysis of individual work outcomes

Passion for entrepreneurship or passion for the product? A conjoint analysis of angel and VC decision-making

Entrepreneurial motivation: A review of the literature and an agenda for future research

Prior studies linking grit-defined as perseverance and passion for long-term goals-to performance are beset by contradictory evidence. As a result, commentators have increasingly declared that grit has limited effects. We propose that this inconsistent evidence has occurred because prior research has emphasized perseverance and ignored, both theoretically and empirically, the critical role of passion, which we define as a strong feeling toward a personally important value/preference that motivates intentions and behaviors to express that value/preference. We suggest that combining the grit scale-which only captures perseverance-with a measure that assesses whether individuals attain desired levels of passion will predict performance. We first metaanalyzed 127 studies (n = 45,485) that used the grit scale and assessed performance, and found that effect sizes are larger in studies where participants were more passionate for the performance domain. Second, in a survey of employees matched to supervisor-rated job performance (n = 422), we found that the combination of perseverance, measured through the grit scale, and passion attainment, measured through a new scale, predicted higher performance. A final study measured perseverance and passion attainment in a sample of students (n = 248) and linked these to their grade-point average (GPA), finding that the combination of perseverance and passion attainment predicted higher GPAs in part through increased immersion. The present results help resolve the mixed evidence of grit's relationship with performance by highlighting the important role that passion plays in predicting performance. By adequately measuring both perseverance and passion, the present research uncovers grit's true predictive power.

https://www.pnas.org/content/pnas/115/40/9980.full.pdf

Why grit requires perseverance and passion to positively predict performance.

Passion and grit: An exploration of the pathways leading to venture success

From entrepreneurial passion to entrepreneurial intentions: The role of entrepreneurial passion, innovativeness, and curiosity in driving entrepreneurial intentions

While the ability to garner resources is key to entrepreneurial pursuits, there is little research concerning potential entrepreneurs’ resource acquisition skills or how these skills might be related to psychological and cognitive factors important for successful entrepreneurial behavior.  Using data collected from two survey-based independent samples of undergraduate college students from two Midwestern universities, this research tests mediational hypotheses utilizing structural equation modeling techniques with bootstrapping. The findings, consistent across the two studies, indicate that new resource skill does indeed mediate the relationship between proactive personality—a personality characteristic—and entrepreneurial self-efficacy—a key cognitive antecedent of entrepreneurial intentions and behavior.

/pdf/building-self-efficacy-for-entrepreneurial-careers-new-3emxfbjixb.pdf

Building self-efficacy for entrepreneurial careers: New resource skill

Follow your passion: how entrepreneurial passion motivates alertness to opportunities (summary)

Prior empirical research investigating the relationship between chief executive officer (CEO) tenure and firms’ financial performance has shown inconclusive results. Based on arguments of agency an...

A Meta-Analysis of the Relationship Between Chief Executive Officer Tenure and Firm Financial Performance: The Moderating Effects of Chief Executive Officer Pay and Board Monitoring:

Imran Syed

Papers

Passion and grit: An exploration of the pathways leading to venture success

From entrepreneurial passion to entrepreneurial intentions: The role of entrepreneurial passion, innovativeness, and curiosity in driving entrepreneurial intentions

Building self-efficacy for entrepreneurial careers: New resource skill

Follow your passion: how entrepreneurial passion motivates alertness to opportunities (summary)

A Meta-Analysis of the Relationship Between Chief Executive Officer Tenure and Firm Financial Performance: The Moderating Effects of Chief Executive Officer Pay and Board Monitoring: