KAUTONEN, TEEMU UOLEVI
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KAUTONEN, TEEMU UOLEVI
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t.kautonen@udd.cl, teemu.kautonen@aalto.fi
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Scopus Author ID
23994263800

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Publication

Implementation intentions in the entrepreneurial process: concept, empirical findings, and research agenda

2017 , Marco van Gelderen , KAUTONEN, TEEMU UOLEVI , Joakim Wincent , Marina Biniari

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Publication

Do They Mind the Gap? The Role of Founders in Organizational Pay Dispersion

2023 , Myrto Chliova , Gabriella Cacciotti , KAUTONEN, TEEMU UOLEVI

This study adds to the emergent stream of work examining the micro-level antecedents of pay dispersion by focusing on how business founders’ personal characteristics influence pay dispersion in their organizations. We leverage stakeholder theory and the motivated information processing perspective to predict pathways between founders’ self- versus other-oriented motivations, their perceptions of employee and shareholder salience, and pay dispersion in their organizations. We test our hypotheses on data from a two-wave survey of founders. We find that a high level of motivation to benefit others on the part of a founder reduces the salience of shareholder concerns in decision-making, which in turn reduces pay dispersion. In contrast, a high level of motivation to benefit oneself heightens the salience of shareholder concerns in decision-making, increasing pay dispersion. Our results inform the debate on pay dispersion by elucidating the role played by founders’ self- versus other-oriented motivations and stakeholder salience perceptions.

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The role of passion diversity, compassion, and self-compassion for team entrepreneurial passion

2023 , Bernadetta A. Ginting-Szczesny , Ewald Kibler , Melissa S. Cardon , KAUTONEN, TEEMU UOLEVI , Henri Hakala

Abstract Passion among entrepreneurial teams can contribute to team performance; yet we still have little understanding of the determinants of team passion. Drawing from the literature on social emotions, we theorize and empirically examine the influence of compassion and self-compassion of team members on the shared team entrepreneurial passion (TEP). Using an original sample of 326 individuals from 107 venture teams, we provide novel evidence that, in addition to team passion diversity, compassion and self-compassion significantly relate to TEP. Specifically, we demonstrate that compassion and self-compassion contribute to polyfocal TEP, which is more beneficial for team outcomes than monofocal TEP.

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Reacting to criticism: What motivates top leaders to respond substantively to negative social performance feedback?

2025 , Myrto Chliova , Gabriella Cacciotti , KAUTONEN, TEEMU UOLEVI , Ignacio Pavez

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Job burnout and work engagement in entrepreneurs: How the psychological utility of entrepreneurship drives healthy engagement

2023 , Martin Obschonka , PAVEZ BARRIO, IGNACIO ANDRÉS , KAUTONEN, TEEMU UOLEVI , Ewald Kibler , Katariina Salmela-Aro , Joakim Wincent

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Can prosocial motivation harm entrepreneurs' subjective well-being?

2019 , Ewald Kibler , Joakim Wincent , KAUTONEN, TEEMU UOLEVI , Gabriella Cacciotti , Martin Obschonka

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Publication

Senior entrepreneurship following unemployment: a social identity theory perspective

2020 , SOTO SIMEONE, ARACELY MONTSERRAT , KAUTONEN, TEEMU UOLEVI

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Publication

To Buy Green or Not to Buy Green: Do Structural Dependencies Block Ecological Responsiveness?

2020 , Simon J. D. Schillebeeckx , KAUTONEN, TEEMU UOLEVI , Henri Hakala

Despite the significant increase in interest in sustainable business practices, decisions on switching to more environmentally friendly input materials are understudied. In a conjoint experiment, we presented 267 Finnish manufacturing firms with an opportunity to acquire an alternative, more ecological input material and investigated their willingness to switch to that material. We find that in general, firms are willing to substitute their current principal input with a more ecological alternative under conditions of functional parity. However, such willingness is contingent on the firm’s value creation structures. Specifically, if the products and processes driving the firm’s value creation rely more on tangible materials (high materiality), firms anticipate higher input-switching costs, which leads to inertia and slows the adoption of alternative, environmentally friendlier inputs. However, if a firm’s value creation is driven more by intangible assets, like intellectual property and amortizable development costs, input-switching costs appear lower. Such firms not only find it easier to adopt ecological inputs but may also derive greater benefit from leveraging the positive reputation effects associated with ecological improvements. By exploring how willingness to switch to an alternative input material is constrained by organizational structures, our findings contribute to research on input substitution and theories of external influence, like demand-side research, stakeholder theory, and ecological responsiveness.

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Publication

Mindfulness and Taking Action to Start a New Business

2019 , Marco Van gelderen , Ewald Kibler , KAUTONEN, TEEMU UOLEVI , MUÑOZ ROMÁN, PABLO ANDRÉS , Joakim Wincent

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