2. Conference Positive Management 2015 18 & 19 November

3. Conference Positive Management 2015 18 & 19 November Programme

4. Enquête: Hoe ondernemend ben jij op je werk? Doel: weten hoe ondernemend onze studenten zijn op hun werk Korte enquête gemaakt (10-15 minuten) Vandaag invullen Gemaakt in Socrative Invullen op smartphone of computer: 1.Ga naar www.socrative.com 2.Maak je eigen gratis account aan. 3.Klik op ‘student login’. 4.Voer de ‘room number’ in voor deze enquête: 207241 5.Beantwoord de vragen en submit jouw antwoorden aan het einde. Let op: maak de enquête in 1 keer af. Hartelijk dank voor je medewerking! Research Centre Entrepreneurship & Business Innovation

5. 18 November 2015 European Conference of Positive Management Jacqueline Jumelet Marjan Gorgievski Entrepreneurs’ Challenge and Hindrance Job Demands

6. Jacqueline Jumelet 1,2, Marjan Gorgievski 1, Arnold B. Bakker 1 1. Department of Work and Organizational Psychology, Erasmus University Rotterdam, The Netherlands 2. Knowledge Center Innovative Entrepreneurship, Hogeschool Rotterdam, The Netherlands Entrepreneurs’ Challenge and Hindrance Job Demands: A Qualitative Investigation among Entrepreneurs

7. Case introduction. The Carpenter

8. Introduction Which demands are typically experienced as hindrances, and which as challenges by the entrepreneur? Q 1 Which internal and external resources are relevant in dealing with challenge and hindrance demands? Q 2 What are the developments over time? Q3 “ Entrepreneurs can gain important competitive advantage, if they learn how to deal effectively with job demands.” (Dijkhuizen et al., 2015)

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10. I had just arrived home from work at 19:30, when I had to leave again immediately because I had an appointment with another customer at 20:00 o’ clock. I had finished his backyard and now I went there to make an offer for the front yard. The front yard of the neighbour had to be done as well, so she was there too. We had a good meeting and it was pleasant to be there. We did not just talk about the offer, but we also had a coffee and a chat. I arrived home again at 21:30, but I didn’t feel exhausted or tired or at all. I know the names of the customers’ children or if there are sick people in the family and that’s nice because you have built a relationship with each other. Ultimately, it’s my job and I have to make money. But that’s no problem at all. It takes no energy to go out in the evening and visit a customer when it’s cozy. And the offer? That was no real effort. (P3) Case 1. The Gardener

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12. I had a pitch with a potential financer. I explained it all to them. “Look, this is how it works, these are its possibilities. Do you think it is a good idea?” They said, “Yes it’s a good plan, we are going to get you some support, and the money.” I thought: “yes!” But then … After a few months, I found out something was simply not right. I spoke to so many people. One person said this, another one said that. Nobody made a decision. At a certain moment you simply don’t know it anymore. What is true? And what is not true? I had to deliver official documents and when I gave them I had to deliver still more documents. And I thought: “why did you not tell me before?” I was literally sent from pillar to post, but I stayed friendly, because I wanted to do it properly and not show anger. After six months I decided it had been a waste of my time and money. I felt so frustrated. I kept thinking: “think along with me! Sympathize! Why do you keep me on a leash for six months?” Case 2. The Inventor

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14. Theoretical framework (Entrepreneurial) job demands resources model Exhaustion, fatigue Burnout Motivation Work engagement Work performance, Entrepreneurial success Job demands Resources Energy depletion process Buffer Enhancer Motivational process Challenges Hindrances Personal External (Bakker & Demerouti, 2007; Dijkhuizen et al. 2015)

15. Theoretical framework (Entrepreneurial) job demands resources model Exhaustion, fatigue Burnout Motivation Work engagement Work performance, Entrepreneurial success Job demands Resources Energy depletion process Buffer Enhancer Motivational process Challenges Hindrances Personal External (Bakker & Demerouti, 2007; Dijkhuizen et al. 2015)

16. Methods Desk research 1 Datafiles n=176 Interviews experts 2 n=14 Group interviews with professionals 3 In-depth interviews Individual entrepreneurs n=21

17. Results Research Question1. Challenges and hindrances ChallengesHindrances 1 Demands related to creative work features Device a solution for a problem Innovation 1Risk and uncertainty Current and future income 2 Demands related to cooperation and relation with customers 2Demands related to contact with external organizations Acquiring financial resources Red tape Laws and regulations 3 Demands related to cognition There may be another category of demands, namely tedious but necessary

18. Results Research Question 2. The Role of Resources Personal resourcesExternal resources 1 Psychological capital ▸ Resilience ▸ Self efficacy 1Family and friends Financial buffer Mental support Marketing activities 2 Communication skills 2Professional support 3 Work competences 4 Personal health

19. External resources The expectation that an external resource will help, is not always realized.

20. Results research question 3. Developments over time From challenge to hindrance From hindrance to challenge 1 Physical demands and decreasing health 1Cognitive demands and changing environment Digitalization Infrastructure Professional help 2Cognitive demands and changing environment Digitalization Laws and regulation Competition 2Acquiring financial resources and changing environment * Innovation tiredness individuals’ perception of demands as challenges or hindrances may change over the course of time

21. Theoretical contribution There may be another category of demands besides challenges and hindrances, namely tedious but necessary 1 Building resources is an active process and the acquisition of resources was found to be an important challenge demand 2 Perceiving demands as a challenge or hindrance seems to depend on moderators 3 4 individuals’ perceptions of challenges or hindrances may change over the course of time

22. Practical suggestions Interventions: an inventory of demands, hindrances and resources and a long term plan 1 The increase of challenge- and the reduction of hindrance demands 2 The use of personal and external resources to boost challenge demands and to buffer hindrance demands 3 Offering development opportunities4 5Autonomy and emotional support

23. https://www.youtube.com/watch?v=Cbk980jV7Ao

24. Questions?

25. Tools to support new and young companies in their business models Christel De Maeyer Karijn Bonne

36. Sharing economy

37. Cradle to cradle

38. Personalized objects/3D printing

39. Crowdfunding

40. Entrepreneur? Skills?

41. Tools for New Business?

42. Methods

44. Your input?

45. 3D 44 New Business Models Sharing economy Benchmarking BM worldwide, applying to Belgium New BM within Quadruple Helix model BM for exploiting sharing platforms 3D and retail? Opportunities or threat? Quality control in 3D printing? Material? Crowdfunding, success factors and pitfalls? Crowdfunding failure/success from a design perspective? Constraints and drivers for companies/entrepreneurs/consumers to participate in a sharing economy ROI in sharing, a typical capitalist model? (Airbnb, Uber?) Crowdfunding