Most studies focus on the positive outcomes of entrepreneurial behaviour
and emphasise the pivotal role of the passionate entrepreneur in
determining firm success. This chapter illustrates why there is reason
to be against manifestations of entrepreneurial passion; the findings
from an intensive case study on a small owner-manager-led firm
illustrate how owner-managers’ entrepreneurial passion for ideas
restrains and conditions employee innovative behaviour. More
specifically, this chapter illustrates why there is a reason to be
against entrepreneurship as a passionate accomplishment. A critical
examination of the case shows how the passionate owner-manager
performing the role of primary innovation agent casts the employees in
more passive roles in terms of developing new ideas and acting
innovatively.