Hubris and Entrepreneurship
Mathew Hayward and colleagues (2006) introduce a Hubris Theory to entrepreneurship. Their aim is to explain why so many new ventures are started despite a very high background failure rate. After all, most businesses fail within the first few years of founding. So why do entrepreneurs keep trying to create new ones? The theory suggests that individuals overestimate the personal wealth they may attain by starting new ventures. The Mechanism: Overconfidence The theory assumes that individuals have information about their likelihood of success, but think that they can "beat the odds." The theory hangs on the idea of confidence. More confident individuals have the bravado to be able to start businesses and allocate resources in challenging situations, while less confident individuals may not be moved to start ventures or grow them. The Double-Edged Sword While confidence drives entry, it can be detrimental to operations. The Risk: Hayward and colleagues (2006) s...