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This study aims to analyze the effects of socialization mechanisms (belief system and peer mentoring) on managers’ job engagement and their desire to have a significant impact through work, that is, the desire to substantially improve or facilitate the lives of others by performing their work. The study also examines the moderating role of organizational identification.

A survey was conducted with middle and lower-level managers at one of the largest banks in Brazil, the BankCo. The authors obtained a sample of 201 respondents and tested the research hypotheses with structural equation modeling. The authors also performed a complementary data analysis with fuzzy-set qualitative comparative analysis.

The results suggest that belief systems and peer mentoring directly promote job engagement and indirectly promote desire to have a significant impact to a better world through work (through full mediation of job engagement). The effects of job engagement on desire to have a significant impact through work are even greater when managers have high organizational identification. Finally, several causal combinations are sufficient for high levels of desire to have a significant impact through work.

Beyond studies that examine how organizational mechanisms influence employee outcomes (e.g. performance), this study explores how socialization mechanisms can promote desire to have a significant impact through work. Thus, the authors demonstrate how organizational core values, mission statement and peer mentoring collaborate for managers to develop altruistic behavior, that is, directly related to other human values, such as empathy and ethics, being able to contribute to a world better.

This study developed and empirically tested a model that connects socialization mechanisms, job engagement, organizational identification and managers’ desire to have a significant impact through their work. Therefore, the paper provides insights into the relevance of socialization mechanisms for orchestrating managers’ proactive and altruistic behaviors.

The purpose of this paper is to examine the effects of performance management (PM) practices on in-bound open innovation (OI) and out-bound OI. To do this, the authors examine the organizational effectiveness as well as the non-financial and financial performance of Brazilian startups that have had recent OI relationships with larger companies.

Using data collected from 103 Brazilian startups, the hypotheses were tested via partial least squares–structural equation modeling (PLS-SEM). An additional analysis was performed using fuzzy-set qualitative comparative analysis (fsQCA).

The findings show that PM practices orchestrate in-bound OI and out-bound OI; however, only in-bound OI promotes organizational effectiveness in Brazilian startups. Organizational effectiveness results in good non-financial performance, which in turn improves financial performance. PM practices have an indirect effect on financial performance from the serial mediation of in-bound OI, organizational effectiveness and non-financial performance. Moreover, several combinations of conditions lead to high levels of organizational effectiveness, non-financial performance and financial performance.

This study provides new evidence and insights from an emerging market on the antecedents and consequences of startups' OI adoption.

This study aims to analyze the influence of job autonomy and unscripted agility on ambidextrous innovation in startups in times of the Covid-19 pandemic.

A survey was conducted with founders and managers of Brazilian startups in the e-commerce segment, resulting in a sample of 84 startups. Symmetric (structural equation modeling) and asymmetric (fuzzy-set qualitative comparative analysis) analyses were performed. The variables' external financing and institutional ties were controlled.

The symmetric findings indicate that unscripted agility is a full mediator between job autonomy and ambidextrous innovation. The asymmetric findings offer two solutions for startups to achieve high ambidextrous innovation.

The implications of the research for the literature are discussing elements associated with ambidextrous innovation, exploring the context of innovation in startups in times of crisis, specifically in the Covid-19 pandemic, and considering the role of resilience in startups.

The study provides informational inputs to founders and managers of startups on how job autonomy and unscripted agility can propel incremental and radical innovations.

This study provides new insights and success factors into startups, based on the discussion of entrepreneurship in times of crisis, as in the case of the Covid-19 pandemic.

This paper aims to analyze the effects of enabling management control systems (MCSs) and relational capabilities (interorganizational learning and coordination) on conflict management in innovation ecosystems.

Shedding light on relational governance, structural equation modeling (symmetric analysis) and qualitative comparative fuzzy-set analysis (asymmetric analysis) were applied to a sample of 164 Brazilian firms associated with science and technology parks (STPs), a specific type of innovation ecosystem.

The results of the symmetric analysis showed that enabling MCSs have a direct and positive effect on conflict management, as well indirect effects through interorganizational learning and coordination. The results of the asymmetric analysis indicated four solutions to promote high levels of conflict management, with enabling MCS solutions standing out, as they are present in the majority of cases in the sample.

Interorganizational conflict in innovation ecosystems are inevitable, but the previous literature is inconclusive about how the interrelation between MCS and relational capabilities can foster the management of these conflicts. By providing evidence on the predictors and solutions that lead to high levels of conflict management, this study presents valuable insights into how firms and STPs can mutually promote organizational and relational benefits throughout the innovation activities developed among those involved in innovation ecosystems.

This study aims to understand the relationship between the elements of a startup firms’ management control system (MCS) package, its entrepreneurial orientation (EO) and firm performance.

The authors collected survey data from a sample of 100 Brazilian startups who had exited technology-based parks and incubators. The authors used two data analysis techniques, namely, partial least squares structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA).

The findings show that cultural and planning controls were the only two MCS elements that were included in all high-performing startup firms’ MCS packages. The authors also found that EO has a positive influence on firm performance through the MCS package.

The mixed-method approach allowed for a holistic view of the analyzed phenomenon. PLS-SEM analysis was applied to the symmetric relationships between the proposed relationships while fsQCA was used to analyze the asymmetric combinations between EO dimensions and MCS package elements, which promoted high firm performance.

The authors show how different combinations of MCS elements form a package, mediating EO, which can enable high performance.

Using fsQCA and PLS-SEM, the authors were able to better understand the important role that MCS package adoption has on a startups’ performance and provide new evidence regarding the interface between MCS and EO. This extends the understanding of the importance that cultural and planning controls have in an MCS package to support startup performance.

This paper analyzes the mediating role of green process innovation in the relationships of green entrepreneurial orientation and proactive sustainability strategy with environmental performance.

The authors analyze data from 81 Brazilian agriculture technology startups (AgTechs) using partial least squares–structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA).

The results show that the green process innovation assumes an important role in AgTechs, promoting full mediations between green entrepreneurial orientation and proactive sustainability strategy with environmental performance. There are two ways for AgTechs to achieve high environmental performance. In both, green process innovation is a central condition, while green entrepreneurial orientation or proactive sustainability strategy is a complementary condition.

This study demonstrates how internal elements (green entrepreneurial orientation, proactive sustainability strategy and green process innovation) improve environmental performance. This answers calls to explore which elements translate green entrepreneurial orientation and proactive sustainability strategies into environmental performance, by highlighting the mediating role of green process innovation.

The findings are useful for founders and managers of AgTechs to find ways to manage sustainable technological advancement and cleaner production in agribusiness.

This study analyses the interface between sustainable entrepreneurship, strategy and innovation in promoting environmental performance of AgTechs from an emerging economy country.

This study analyzes the indirect effects of corporate reputation and social identity on innovative job performance, through organization engagement.

A single entity survey was conducted with the employees of a unicorn startup, which is the largest financial services startup (fintech) in Brazil, and the data were analyzed using structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA).

The results present empirical evidence that corporate reputation and social identity (employee-company identification) are able to stimulate innovative job performance, mediated by organization engagement. In addition to these symmetrical relationships, asymmetrically, combinations of these constructs with different education levels, age and tenure promote high innovative job performance.

The study has theoretical implications to the extent that the precepts of the social identity theory are observed, by verifying the direct influence of corporate reputation and employee-company identification on organization engagement. It also has implications for presenting an indirect positive effect of corporate reputation and employee-company identity on innovative job performance.

It contributes by providing subsidies for the company to find to keep employees engaged and prone to innovation, which represents an important managerial parameter and competitive advantage.

The literature points to the need to identify antecedents of innovative job performance. It is postulated that corporate reputation and social identity can indirectly reflect on innovative job performance, mediated by organizational engagement.

The purpose of this study is to investigate the effects of comprehensive performance measurement systems (PMS), role clarity and strategic flexibility on the individual creativity of founders/managers of startups.

The research population comprises 611 Brazilian startups in the e-commerce, retail and wholesale segments. One owner/manager of each startup was contacted by the survey, obtaining 91 valid responses. For data analysis, symmetric and asymmetric techniques were applied, respectively: partial least squares-structural equation modeling and fuzzy-set qualitative comparative analysis.

The findings show that the comprehensive PMS is an important predictor of individual creativity, role clarity and strategic flexibility. Role clarity has a direct effect on creativity and promotes partial mediation between comprehensive PMS and creativity. Comprehensive PMS and role clarity are of great importance and have high performance in favor of creativity, while strategic flexibility has high performance, but is of low importance. Several causal combinations promote high individual creativity.

It offers founders/managers an insight into the aspects that are worth of efforts to foster individual creativity in their startup.

The key contribution of the study is that the comprehensive PMS, which includes financial, non-financial and other measures for product and process innovation, can directly and indirectly (through role clarity) influence individual creativity.