Open Access

Entrepreneurs and entrepreneurial firms are a frequent research topic in psychological research. However, the focus of this research has largely been on the entrepreneur as a person and on the entrepreneurs’ strategy for the business. By contrast, the entrepreneur as a leader and the entrepreneurial firm as a work environment for employees have received little attention. Therefore, this dissertation aims to integrate theoretic thoughts from organizational behavior research into entrepreneurship research. Specifically, I will focus on novelty creation within entrepreneurial firms and organizational phenomena which provide a context for employees in novelty creating activities. This dissertation adds to the literature as it provides insight in the effects of work environment facets on employees’ engagement in novelty creating activities in entrepreneurial businesses. In three empirical chapters, I will focus first on the effects of entrepreneurial orientation on efficiency of employee work in innovation projects. Second, I will look at a facet of organizational culture, the error management culture, and its effects on individual learning of employees. Last, I will focus on occupational roles of employees within small businesses and effects of these roles on responses to a questionnaire and on work in innovation projects. In all three empirical chapters I test my hypotheses in a sample of N = 40 entrepreneurial businesses and employees within these businesses. For my chapter on occupational roles this sample is complemented by two additional samples of college students. In sum, results indicate that the entrepreneurial business in all three chapters exerts significant influences on employee work. Furthermore, I show that employee participation in novel activities is positive for entrepreneurial businesses (Chapter 2: Correlation between employees’ and entrepreneurs’ evaluation of innovation project effectiveness: r = .44; p < .01; Chapter 3: Correlation between organizational level leaning and organizational growth in sales: r = .35; p < .01). Therefore, I suggest that research on the entrepreneurial firm as a context for work may contribute to our knowledge on success factors in entrepreneurship, and may therefore be a relevant direction of future research. Especially, it may be fruitful to investigate aspects of work in which entrepreneurial firms may differ from other, less entrepreneurial organizations.