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Three studies aimed to investigate the role of perceived value of entrepreneurial identity (i.e. one's evaluation of the worthiness of one's entrepreneurial role) in the relationship between motives for entrepreneurship and business growth motivation among small-business owners.

Two studies were conducted online (Studies 1 and 2) and one study in the field in Indonesia (Study 3); both employed a cross-sectional design with a mixed correlational and experimental approach.

Opportunity-based entrepreneurship, but not necessity-based entrepreneurship, was positively associated with perceived value of entrepreneurial identity. Perceived value of entrepreneurial identity was a positive predictor of future time perspective and growth-pursuit intentions. Study 2 further showed the potential of increasing the salience of both personal and others' positive views of one's business for increasing one's perceived value of their entrepreneurial identity.

The investigation of perceived value of entrepreneurial identity in this paper extends current knowledge regarding the mechanism through which motives for entrepreneurship predict business growth motivation.

The paper provides practitioners and policy-makers with useful insights into the importance of small-business owners' perceived value of entrepreneurial identity for business growth motivation, and offers suggestions on how to increase it.

The paper sheds light on the important role of perceived value of entrepreneurial identity in explaining the association between motives for entrepreneurship and business growth motivation.

A quasi‐experiment tested the effects of honor values and the use of insults by the other party on perceived conflict, negative emotions, and intentions to behave distributively and integratively during a workplace conflict. After honor values were measured, participants read a scenario in which a conflict was described. In the scenarios, we manipulated whether the other party used an insult by describing the other party's statements such that either an insult was uttered or no insult was uttered. Consistent with our hypotheses, results showed that conflicts in which the other party used an insult lead to higher ratings of perceived conflict, more negative emotions, and stronger intentions to engage in distributive behavior than conflicts in which the other party did not use an insult in high‐honor‐value participants, but not in low‐honor‐value participants. Mediation analyses showed that the interactive effect of honor values and other party's insults on intentions to behave distributively could be explained by perceived conflict and negative emotions.

This experiment examined the effects of motivational orientation (prosocial versus egoistic) on interpersonal trust, negotiation behavior, amount of impasses, and joint outcomes in three‐person negotiations. Students participated in a joint venture negotiation, in which motivational orientation was manipulated by allocating individual incentives (egoistic motive) vs. team incentives (prosocial motive). Results indicated that prosocially motivated negotiators achieved more integrative agreements and fewer impasses, and reported higher trust, more problem solving, and less contending behavior than egoistically motivated negotiators. Hierarchical regression suggested that the finding that prosocial groups achieved higher joint outcomes can be explained by higher levels of trust, more problem solving behavior, and less contending behavior in prosocial groups.