Using the methods above, a total of 33 articles were found, of which, 23 were empirical studies, 5 conceptual research, 4 discussion papers, and 1 book chapter. Information on the author of the study, published year, journal, sample, measure of narcissism, and types of data was presented in Table 1. As is shown in Table 1, of the 23 empirical studies, most use cross-sectional design (65.22%) and self-reported data (86.96%) to conduct their research, only a few studies used secondary data (17.39%) and longitudinal study designs (17.39%). Narcissistic Personality Inventory (NPI, 8 articles) and narcissistic sub-dimension of the Dark Triad (7 articles) were mostly used scales to measure narcissism accounting for 65.22%. Table 2 presents research theme, primary research questions, main findings, and contributors. As can be seen, previous research used different theories to investigate six topics including entrepreneurial Intention, opportunity recognition, resource acquisition, risk-taking, learning from failure, and performance. In the following section, the findings are presented along theoretical foundation, definition, and measurement of narcissism and these six aspects.

Entrepreneurship is a dynamic process that continuously unfolds over time. Accordingly, many entrepreneurial activities and outcomes (such as the assessment of entrepreneurial opportunity and the interactions within entrepreneurial teams and entrepreneurial performance) evolve or take on different characteristics over time, too. Indeed, time affects entrepreneurship at the micro (individual), meso (corporate), and macro (culture etc.) levels. Centering time (and its impact on individual entrepreneurs, entrepreneurial ventures, and the entrepreneurial environment) may lead researchers to a better understanding of entrepreneurship (Levesque and Stephan, 2020, p. 164). For this reason, scholars have called for much-needed research on the significant role of time in various entrepreneurial activities and phenomena (McMullen and Dimov, 2013; Grijalva and Harms, 2014; Levesque and Stephan, 2020). However, a vast majority of researchers who are concerned with the relationship in question used cross-sectional data to conduct their studies (e.g., Hmieleski and Lerner, 2016; Tucker et al., 2017, Baldegger et al., 2017; Jackson, 2018 also see Table 1), and overlooked the importance of time. This is not conducive to researchers' exploration of the causal or dynamic relationship between variables, nor does it help transform the researchers' prior perspectives (e.g., studying entrepreneurship as an act, McMullen and Dimov, 2013) in preparation for in-depth analysis of the entrepreneurial process.

In fact, a few studies imply a strong need to consider time when exploring: (1) the relationship between narcissism and entrepreneurship variables, and (2) the impact of narcissism on the entrepreneurial process. For example, based on the analysis of previous studies, Tucker et al. (2016) revealed that narcissism has different roles in various entrepreneurial stages. In the opportunity recognition stage, narcissists are unlikely to effectively use human capital of others. In the opportunity evaluation stage, they use the capital of others to meet their own gain. In the opportunity exploitation stage, while narcissists take bold action to exploit opportunities, their behavior is not based on effectively leveraging the capabilities of those around them. Mathieu and St-Jean (2013) and Wu et al. (2019b) found that while narcissism positively affects entrepreneurial intention, it does not necessarily have a positive impact on success or long-term performance. This is because of their previously-mentioned focus on short-term gains at the expense of long-term ones.

Organizational behavior research has long considered the role of time. This approach provides a lens through which future research may explore the relationship between narcissism and entrepreneurship. The findings of existing literature suggest that researchers can use the following perspectives to incorporate time: temporal variables, causalities in temporal precedence, temporal context, and temporal patterns (Sonnentag, 2012; Vantilborgh et al., 2018; Levesque and Stephan, 2020). More specifically, temporal variables incorporate the element of time at the variable level, and time is often an important component of such variables (Sonnentag, 2012; Vantilborgh et al., 2018). Examples within this category include time-consciousness (Levesque and Stephan, 2020), time management (Levesque and Stephan, 2020), temporal leadership (Chen and Nadkarni, 2017), and time urgency (Chen and Nadkarni, 2017). The study of temporal variables is a direct way to incorporate time into our research on the relationship between narcissism and entrepreneurship. By taking temporal variables into account, researchers can examine the underlying relationships or mechanisms between entrepreneurs' narcissism and their time-perception, time-consciousness, and entrepreneurial (long- and short-term) decision-making. They can also explore how narcissistic entrepreneurs manage their time in different entrepreneurship process and activities.

A second way to account for time is to use longitudinal designs or latent change score modeling to investigate causalities in the temporal precedence of narcissism and entrepreneurship-related variables. Previous research shows that narcissistic traits are not static, and narcissism levels may be affected by social factors (competitive social environment, use of social media, etc.; Thomaes et al., 2018). Entrepreneurial success may further reinforce the narcissism of entrepreneurs who have worked hard to achieve their success (Grijalva and Harms, 2014). Therefore, with the help of the latent change score model (McArdle, 2009), researchers can investigate whether there is a reciprocal relationship between changes in narcissism and changes in entrepreneurial performance. They can also investigate the influencing factors of this relationship: for example, (1) whether narcissistic entrepreneurs are successful, and under what circumstances, and (2) how and when entrepreneurial success influences (strengthens or weakens) the entrepreneur's level of narcissism.

A third approach is to consider time a contextual factor or moderating variable in our study of the relationship between narcissism and entrepreneurship-related variables. This enables researchers to gain greater insight into entrepreneurial activities or phenomena at a given time or during a particular period. Tucker et al.'s (2016) analysis on narcissistic entrepreneurs' effective use of human capital felicitously illustrates the role of time as a contextual factor. In accordance with the different stages of entrepreneurship and industry development, future research can investigate different relationships which may exist between narcissism and entrepreneurial team processes (e.g., team conflicts), decision-making, and performance. Researchers can also study the differences and characteristics of time management and risk attitudes exhibited by narcissistic entrepreneurs at different stages of their entrepreneurship.

The final approach is to use temporal patterns: a more complex way to explore the role of time. This approach reflects the ways in which variables—or the relationships between them—change over time. It also provides information about the evolution of dynamic phenomena over time (Vantilborgh et al., 2018). In the existing literature, researchers have mostly studied temporal patterns with respect to the trajectories, trends, stability, or periodicity of the variables of interest—or the relationships between them. For example, Uitdewilligen et al. (2018) used pattern detection algorithm software to track: (1) the emergent performative patterns of task-oriented behaviors among team members over time, and (2) the dynamic relationship of such action patterns in relation to overall team effectiveness. By incorporating time, researchers can uncover the dynamic evolution of narcissistic entrepreneurs' entrepreneurial activities and the relationship between narcissism and entrepreneurship-related variables over time. In the future, targeted research may center the trajectories, trends, stability, or periodicity of variables, such as entrepreneurial performance and the passion of narcissistic entrepreneurs. The relationship between narcissism and entrepreneurial performance may undergo dynamic changes over time. These shifts may be reflected in the variations of average values, the correlations between performance dimensions, or even the stability or periodicity exhibited by performance over time.

Many startups are created by entrepreneurial teams. The involvement of an effective team is required when coping with the uncertainty, financial pressure, and unique challenges faced by startups. Moreover, this involvement is needed to take advantage of opportunities and make key decisions (West, 2007; Schjoedt et al., 2013; De Mol et al., 2015). Research shows that the formation, composition, and functioning of entrepreneurial teams may profoundly impact entrepreneurial outcomes, such as the growth of new ventures. For example, the meta-analysis of Jin et al. (2017) found that the characteristics of entrepreneurial teams (e.g., team size, average team member experience, heterogeneity related to age, gender, and work experience) have a significantly positive impact on the performance of startups. The results of Kollmann et al. (2019) illustrate that team task conflict can effectively improve the quality of business plans in student teams. De Mol et al. (2015) analyzed 44 studies on entrepreneurial team cognition and demonstrated that it could promote information processing, opportunity recognition, decision-making efficiency, and team learning. It could also improve entrepreneurial performance and affect the recruitment practices through networks.

Despite the importance of entrepreneurial teams, our in-depth analysis of previous literature reveals that the vast majority of studies have only verified the crucial role of narcissism in entrepreneurial intention, recognition, and development of entrepreneurial opportunities, and other entrepreneurial activities at the individual level (e.g., Mathieu and St-Jean, 2013; Do and Dadvari, 2017; Bollaert et al., 2019; Wu et al., 2019b). In contrast, only a few researchers have explored whether narcissism may have different potential effects on activities (or phenomena) at the level of entrepreneurial teams. In fact, a handful of studies have already obtained preliminary findings suggesting both the number of narcissistic members in a team and their average narcissism level can significantly affect its process and outcomes. For example, Kollmann et al. (2019) found that narcissism can shape intra-team interactions and enhance the exchange of different views and information concerning team tasks. Furthermore, the level of team narcissism can reinforce the positive relationship between team task conflict and the quality of business plans. Goncalo et al. (2010) showed that having more narcissistic team members is not necessarily beneficial. This is due to an inverted U-shaped relationship between the number of narcissistic members and systematic thinking of the collective while problem solving. A similar inverted U-shaped relationship was also identified between the average level of team narcissism and innovation outcomes. Their findings suggest that conclusions drawn from doing so may be more excited and remarkable that those at the individual level.

To investigate the former, researchers can first study the ways in which narcissistic entrepreneurs form their own startup teams. Most research on the relationship between the characteristics and composition of entrepreneurial teams and entrepreneurial performance has a basic premise that entrepreneurial teams already exist (e.g., Klotz et al., 2014; Jin et al., 2017). These studies, which reflect the “input-output” or “input-process-output” models, tend to overlook some critical issues, such as the way entrepreneurial teams are formed (e.g., formation sequence, timing, dynamics) and the factors that influence this formation (e.g., co-founder selection strategy, Lazar et al., 2020). Here, are some topics worthy of further study: (1) What kind of team members would a narcissistic entrepreneur choose: narcissistic or complementary? (2) By what means do narcissistic entrepreneurs (e.g., interpersonal-attraction strategy or resource-seeking strategy), as in Lazar et al. (2020) select their team members? (3) how effective are the team-building strategies of narcissistic entrepreneurs? (4) What is the dynamic process of forming a startup team for narcissistic entrepreneurs (e.g., team members joining and leaving the team)?, and (5) What are the contextual factors that can influence a narcissistic entrepreneur's formation of a startup team and its dynamic process?

Second, researchers can examine how narcissistic team leaders affect the processes and performance of the entrepreneurial team. Studies in the field of leadership and teamwork show that leaders can have a crucial impact in these areas. Indeed, leaders may directly or indirectly influence numerous team-level variables, including cohesion (e.g., Chiniara and Bentein, 2018), cooperation (e.g., Zhang et al., 2011), conflict (e.g., Kotlyar et al., 2011; Schraub et al., 2014), efficacy (e.g., Srivastava et al., 2006), innovation (e.g., Chen, 2007; Yin et al., 2020), and performance (e.g., Zhang et al., 2011; Owens and Hekman, 2016). Existing team theories provided a wealth of literature which aided our understanding of entrepreneurial teams. Yet, given the unique nature of entrepreneurial teams and the environments they face (e.g., endogeneity, Lazar et al., 2020); vulnerable social situations, Klotz et al., 2014), we believe it necessary to enhance our understanding of the ways in which those led by narcissistic leaders can maximize their operation and efficacy. Future studies may consider the dynamic relationships of narcissistic team leaders and entrepreneurial team processes (e.g., team process and cognitive-emotional processes) in relation to opportunity recognition, resource acquisition, learning from failure, and entrepreneurial performance. Moreover, they may consider whether these relationships are influenced by contextual factors (e.g., uncertainty and industry).

Third, in addition to the topics above, it is equally important to examine the mechanisms among interaction of multiple narcissistic team members, team processes, and entrepreneurial outcomes. Prior research indicates that narcissism can positively influence an individual's entrepreneurial intention (Mathieu and St-Jean, 2013; Hmieleski and Lerner, 2016; Tucker et al., 2017), encourage discussions about tasks among team members, and reinforce the positive relationship between team task conflict and team performance (Kollmann et al., 2019). However, some studies have suggested that it is not necessarily better to have more narcissistic members in a team (Goncalo et al., 2010). Hence, the questions that arise are: (1) What is the proper number (or percentage) of narcissistic members needed in a startup team for it to facilitate team functioning? and (2) When and how does narcissistic heterogeneity and the average level of narcissism among entrepreneurial team members influence entrepreneurial outcomes through team processes? Researchers can refer to the insights offered by the framework of Klotz et al. (2014) to study how the number of narcissistic members, narcissistic heterogeneity, and average level of narcissism influence entrepreneurial outcomes (sales growth, profitability, innovation, etc.) through team processes (team member changes, team conflicts, team planning, etc.), and cognitive-emotional states (team cohesion, team self-efficacy, etc.). Researchers can also develop and test conditional indirect models that determine when and how the number of team narcissistic members, narcissistic heterogeneity, and average level of narcissism affect the performance of entrepreneurial teams.

In recent years, the relationship between entrepreneurship and ethics has become an increasingly popular topic among researchers and in the media (Griffith, 2017; Ahsan, 2018; Vallaster et al., 2019). Entrepreneurship not only drives innovation, provides more job opportunities, and promotes economic development (Hannafey, 2003; Scott et al., 2014), it also helps entrepreneurs achieve their goals (Baron et al., 2015; Hmieleski and Lerner, 2016). However, any entrepreneurial activity undertaken may be inextricably intertwined with ethics. Entrepreneurs inevitably face many ethics-related issues, such as ethical decision-making dilemmas that directly affect company performance, disruptive innovation, and enforcement of ethical standards, honest communication, and truthful disclosure (Morris et al., 2002; Harris et al., 2009; Vallaster et al., 2019). Research has shown that among the many factors that influence entrepreneurs' unethical motivations and behaviors, unique personality traits can influence their reasoning, attitudes, behavioral tendencies, and behavior in relation to ethical issues (Hannafey, 2003). Narcissism is one of the traits that has not only been shown to be pertinent to entrepreneurship (Mathieu and St-Jean, 2013; Wu et al., 2019a), but also intricately linked to unethical motives and behavior (Grijalva and Newman, 2015; Campbell and Siedor, 2016; Hmieleski and Lerner, 2016). However, this trait has not received much attention from researchers in the field of entrepreneurship ethics. As the analysis in section Results and Findings demonstrates, literature on the relationship between narcissism and entrepreneurship rarely addresses ethical issues (except Yu et al., 2020). Similarly, research on the relationship between narcissism and unethical motivations and behavior shows that narcissistic individuals have strong self-serving motivations. This is accompanied by a lack of empathy (Campbell et al., 2011) and ethical sensitivity (Roberts, 2001). Furthermore, narcissism can increase an individual's counterproductive behavior (Grijalva and Newman, 2015), predict higher levels of dishonesty (Campbell and Siedor, 2016), and reduce ethical leadership behavior (Hoffman et al., 2013). Notably, however, these studies do not specifically target entrepreneurial contexts. The relationship between narcissism and entrepreneurship has received considerable attention from researchers, as has that of narcissism and non-ethical motivations and behaviors. Still, the intersection of narcissism, entrepreneurship, and ethics has not been adequately explored. Hence, exploring the ethical decision-making mechanisms of narcissistic entrepreneurs (and how they influence the ethical norms and behaviors of startups) is useful for integrating these three domains. It is also useful for expanding the theoretical and empirical study of entrepreneurial ethics. Thus, it is necessary for future research to explore ways to integrate the literature in these fields, to guide further research.

According to Morris et al. (2002, p. 331), the intersection of entrepreneurship and ethics involves two major themes, namely: ethics in entrepreneurial contexts and the ethical contexts of entrepreneurship. The former is concerned with some of the unique ethical challenges faced in entrepreneurial contexts, and the entrepreneurs' ethical judgments and behaviors in response; for example, the relationship between financial/resource-related pressures and entrepreneurial decisions. The latter focuses on the ethical climate established in startups, such as the mechanisms put in place by entrepreneurs to ensure compliance with ethical standards.

As summarized by Morris et al. (2002), these two overarching themes offer valuable ideas for investigating the intersection of narcissism, entrepreneurship, and ethics. This avails some potential avenues future researchers may wish to consider. First, researchers can study the factors that underpin the moral and immoral decisions made by narcissistic entrepreneurs. Narcissistic individuals have strong self-serving motives and a tendency to exploit others for personal gain. They are often self-centered, lack concern and empathy for others, lack ethical sensitivity, and rarely consider the impact of their decisions on others (Roberts, 2001; Campbell et al., 2005, 2011). It is precisely because of these characteristics that, cognitively, narcissistic individuals cannot recognize moral problems, initiate moral disengagement processes, and often make moral judgments that deviate from ethical standards (Cooper and Pullig, 2013; Jones et al., 2017; Erzi, 2020); while emotionally, they are often unable to fully experience ethical emotions such as guilt (Campbell et al., 2004a; Liu et al., 2019; Schröder-Abé and Fatfouta, 2019). Notably, both these cognitive and emotional components can trigger unethical behavior (Jones et al., 2017; Schröder-Abé and Fatfouta, 2019).

The above analysis suggests that both the cognition and moral emotions of narcissistic entrepreneurs may have a noteworthy impact on their ethical decision-making. Moreover, it is clear that two types of mechanisms (i.e., cognitive and emotional) are involved in the relationship between entrepreneurial narcissism and ethical behaviors. Future research could identify contexts and processes that may lead narcissistic entrepreneurs to make better moral decisions. Studies may also explore the factors that can arouse their moral emotions, in order to sensitize them to ethical issues, restrict their moral disengagement, and bolster their moral judgments, which can serve as a basis to encourage actions that conform to ethical standards. In addition, future research could also investigate whether and how arousing the moral emotions of narcissistic entrepreneurs influences their cognitive processes in relation to ethical decision-making (e.g., rules-based or cost/benefit-based cognitive reasoning, Tipu, 2015), or vice versa.

Second, researchers can examine how narcissistic entrepreneurs influence the ethical norms and climate of startups. The body of research examining the influences of moral climate (see Newman et al., 2017) has been growing. However, since Morris et al.'s (2002) initial study on the formation of ethical climate in startups, research on the antecedents, and formation mechanisms of ethical climate in startups has been scarce and slow-paced. This leaves researchers with important, unanswered questions, for instance: (1) How are the ethical norms and ethical climate formed in startups founded by narcissistic entrepreneurs? (2) How do they evolve with the entrepreneurial process? (3) How sustainable are they? (4) What effects do the heterogeneity of ethical sensitivity, moral values, or heterogeneity of standards among entrepreneurial team members have on the formation of ethical norms and ethical climate in startups? (5) How do external factors (national culture, intense market competition, resource pressures, etc.) affect the formation and changes of ethical norms and ethical climate in startups? and (6) How do narcissistic and non-narcissistic entrepreneurs differ in their influence over the ethical norms and ethical climate of startups? These are all important prompts worth investigating.

Besides the two aforementioned directions, future research could explore the ways in which narcissistic entrepreneurs influence the social responsibility of startups (Tiba et al., 2019; Vallaster et al., 2019). Although previous studies on social entrepreneurship have centered on social responsibility, these studies tend to focus on non-profit organizations, overlooking social responsibility in for-profit commercial startups (Tiba et al., 2019). Narcissistic individuals have strong self-serving and self-enhancement motivations, they crave attention, recognition, and admiration from others, and they focus on self-interest and short-term benefits (Campbell et al., 2011; Hmieleski and Lerner, 2016). Thus, in the face of challenges (such as resource constraints and competitive pressures) narcissistic entrepreneurs may take on social responsibility work to gain attention and create a positive image. Indeed, this would not necessarily be due to a sincere desire to fulfill their social responsibilities (Roberts, 2001; Hellmich and Hellmich, 2019). Future research can systematically investigate what factors make narcissistic entrepreneurs more socially responsible in new ventures; how narcissistic entrepreneurs influence the startup's practices in the three areas of the “3Ps” social responsibility model (Elkington, 1998; Tiba et al., 2019); as well as whether and how startup performance in the “3Ps” may affect the subsequent decision-making of narcissistic entrepreneurs (investment in social responsibility, ethical decision-making, corporate R&D investment, etc.).

Most of the existing scholarship has focused on the simple relationship between personality and entrepreneurial activities and outcomes. However, a growing body of research suggests that all personality traits—bright (e.g., optimism) or dark (e.g., narcissism)—are likely to have upsides and downsides (Smith et al., 2018, p. 193). Thus, the relationship between personality traits and entrepreneurial activities and outcomes may be far more complex than previously observed (DeNisi, 2015; Klotz and Neubaum, 2016; Miller, 2016). One way to address this complex issue is to examine how the interactions between entrepreneurs' personalities, and the interactions between investor-entrepreneur personalities, affect entrepreneurial activities and outcomes. Researchers have called for greater understanding of the interaction effects of entrepreneurial personalities and of investor-entrepreneur personalities (e.g., Murnieks et al., 2011; Klotz and Neubaum, 2016; Smith et al., 2018; Levesque and Stephan, 2020). Yet, limited progress has been made in these areas compared to others (e.g., how personality traits independently, as opposed to interactively, predict entrepreneurial activities or outcomes). Making use of this research opportunity will lead to a deeper and more systematic understanding of how interactions between entrepreneurial personalities, and the interactions between investor-entrepreneur personalities, affect entrepreneurial activities and outcomes.

Indeed, previous research indicates that it is not without foundation to investigate how the interaction of narcissism and other personality traits affects outcomes in the field of entrepreneurship. Paradox theory reveals both the coexistence of different or even opposing personality traits (dark and bright) and the impact of their interaction (Lewis, 2000; Smith and Lewis, 2011). Thus, it provides a theoretical basis for researchers to study the interaction of narcissism with other personality traits. For example, Owens et al. (2015) examined how humility interacts with narcissism to impact leadership effectiveness. They found that humility can make narcissistic leaders more effective because it involves the recognition of other people's strengths and contributions, acknowledgment of one's own shortcomings, and acceptance of other people's opinions and feedback. This can counteract or neutralize the negative effects of narcissism. Similarly, Zhang et al. (2017) studied the impact of CEO narcissism and humility on the firm innovation culture and performance. They found that CEOs who are both narcissistic and humble not only improve employees' ratings of their charisma, they enhance the firm's innovation culture and performance.

In the field of narcissism and entrepreneurship, we found that only Wu et al. (2019a) and Navis and Ozbek (2016) conducted research on the interplay between narcissism and bright traits. Wu et al. (2019a) explored the effect of the interaction of dark and bright personality traits on sustainable entrepreneurial orientation, and the results showed that psychological resilience can weaken the relationship between narcissism and sustainable entrepreneurial orientation. Navis and Ozbek (2016) analyzed the effects of the interaction between narcissism and overconfidence. They found that highly narcissistic and overconfident entrepreneurs are more likely to start businesses in novel environments than in familiar environments. These studies provide valuable references for future researchers to conduct in-depth studies. By drawing on and expanding these studies, researchers can conduct further research to examine how bright traits (e.g., humility and self-awareness) affect the relationship between narcissism and entrepreneurial activities and outcomes. Moreover, they can determine whether different bright traits may play different roles. For example, humility may inhibit the negative effects of narcissism on entrepreneurial learning, long-term entrepreneurial development orientation, and R&D investment, whereas self-awareness may inhibit unethical behavior by narcissistic entrepreneurs.

In addition, future researchers could study the impact that the interaction between investors' personalities and entrepreneurs' narcissistic personality may have on entrepreneurial activities and outcomes. Investors' influence on entrepreneurial activities and outcomes often exists during venture financing and the subsequent operating phase (Drover et al., 2017). Prior research yielded promising results in terms of investors' investment decisions and strategies (e.g., Burchardt et al., 2016; Davis et al., 2017), startups' financing methods and outcomes (e.g., Anglin et al., 2018; Bollaert et al., 2019; Butticè and Rovelli, 2020), and startups' development and performance after receiving financing (e.g., Croce et al., 2013; Guerini and Quas, 2016). Yet, few studies address the impact of the investor-entrepreneur dyad on entrepreneurial activities and outcomes. Future research can investigate how investors' bright (e.g., confident) or dark (e.g., narcissistic) personality traits influence narcissistic entrepreneurs' entrepreneurial activities and outcomes (e.g., financing, growth). The findings would make a valuable contribution to new perspectives on how the investor-entrepreneur personality fit affects entrepreneurial activity and outcomes, thereby enriching and extending the research on the investor-entrepreneur dyad.

While the present review demonstrates the characteristics and nature of the relations between narcissism and entrepreneurship and provides above directions worthy of future research, there are certain limitations that researchers should take into account while using results of present research. First, although a rigorous methodology was employed to conduct the systematic literature review, and the categorizations of six research themes were the result of a systematic step-by-step process, it remains possible that we have missed some studies. For instance, we did not include unpublished articles, therefore we cannot guarantee that all data and important results were covered. Another limitation is that there may be a language bias, because we only selected studies published in English. However, previous research has shown that exclusion of non-English studies rarely impacts the results and conclusion of a review (e.g., Morrison et al., 2012), thus, we believe that language bias has little effect on results and conclusion of the present study. A final limitation concerning the challenges encountered in delving into the above future directions. While each direction affords us a new way of investigating the relation between narcissism and entrepreneurship, they also pose certain challenges for research. For example, challenges moving away from cross-sectional studies and to incorporate time lag and dynamic phenomena changing over time of variables of interest into our research designs. Besides, gathering data to study research questions posed above will also challenge us as a researcher. However, it should be highlighted that we do not provide specific challenges each of them may have, which depends on the specific study of the researcher.