Rebels, Mavericks, and Contrarians: The Entrepreneurial Side of Nonconformity

Abstract

Entrepreneurs are often called rebels, mavericks, or contrarians because their nonconforming actions challenge existing ways of doing things and radically change industries and even society itself. While existing studies use these terms to describe entrepreneurs, there is little systematic research on these distinctly different types of nonconforming entrepreneurial behaviors, and prior studies do not clearly differentiate among these three terms, lacking a theory-driven conceptualization of their similarities and differences. To advance the study of rebels, mavericks, and contrarians, this paper presents a systematic literature review that reveals a conflicting view of these behaviors and proposes definitions of each construct that address their commonalities and differences. We borrow from the theories of conformity and nonconformity to explain each behavior’s nuances and distinct motivations. We also theorize about the influence of rebels, mavericks, and contrarians on several entrepreneurial outcomes and why people with these behavioral tendencies may experience better fit in entrepreneurship’s flexible environment.