scholarly journals Can We Improve the Rate of Entrepreneurial Success? Introducing the “TEAM” Framework

2021 ◽  
Vol 9 (8) ◽  
pp. 40-55
Author(s):  
Ahmed H. Tolba
Keyword(s):  
Morphological Changes ◽  
New Venture ◽  
Venture Capitalists ◽  
Entrepreneurial Success ◽  
Success Rates ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Team ◽  
Technical Expert ◽  
John Holland ◽  
To Receive

Business ventures have experienced environments pertaining to rapid morphological changes that have led to the adoption of entrepreneurial teams as opposed to singular individuals. With such a high potential for failure, startups must revert into the foundation of their organization to ensure success and longevity through the formation of an entrepreneurial team. The formation of the entrepreneurial team leads itself to debate due to its diverse linkage with surrounding contexts and the endless combinations of team characteristics. This paper will start by exploring surrounding contexts that affect the performance of entrepreneurship, providing a landscape to the approach of “individual versus team entrepreneur”. The study will shift into venture capitalists and their startup selection criteria lending way to the assumption that entrepreneurial teams are more likely to receive investor funding due to possible parallels in expertise and personalities between the team and the venture capitalist. Afterwards, previous literature will be explored on the components of the entrepreneurial team, creating a structure for the ideal way of composing a team based on the heterogeneous skills and homogenous personalities. The John Holland (IESC Theory) and the Theory of Predicted Behavior will provide evidence towards the efficiency and applicability of the TEAM framework, establishing that a structure including 4 main individual types is required for synergy within a new venture; The Entrepreneur, The Manager, The Technical Expert, and the Assisting Functions. By implementing the TEAM framework, startup success rates can increase and provide substantial benefits for both the entrepreneur and the fund investor.

scholarly journals Equipe empreendedor Troika: Uma chamada em pesquisa Integrativa relacionada a habilidades sobre confiança, conflito e diversidade.

2017 ◽  
Vol 8 (1) ◽  
pp. 18 ◽  
Author(s):  
Mohammad Saud Khan
Keyword(s):  
Research Agenda ◽  
Critical Evaluation ◽  
New Venture ◽  
Entrepreneurial Activity ◽  
Integrative Approach ◽  
Unit Of Analysis ◽  
Entrepreneurial Teams ◽  
The Core ◽  
Entrepreneurial Team ◽  
Start Ups

During the last four decades entrepreneurship research has established itself as a legitimate area of enquiry, which requires a concentrated and coordinated effort towards studying the context in entrepreneurial activity. In doing so, it is understood that entrepreneurial teams form the core of most start-ups at some point of their new venture journey. Furthermore, three crucial aspects of this vital unit of analysis (entrepreneurial team) are trust, conflict and diversity which shape the ultimate success of a firm. This paper presents a contextually developed research agenda based on a critical evaluation and synthesis of findings from literature pointing towards an integrative approach of viewing the three topics viz a viz team entrepreneurship.

Developing a Viable Product for Emerging Market

2011 ◽  
pp. 191-196
Author(s):  
Ron Craig
Keyword(s):  
Emerging Market ◽  
Significant Risk ◽  
Lessons Learned ◽  
New Venture ◽  
Venture Capitalists ◽  
Entrepreneurial Teams ◽  
Start Up ◽  
Market Focus ◽  
To Come ◽  
Dot Com

Launching an e-comm, dot-com, or Internet-based venture carries significant risk, and unfortunately failure is often the result. Yet, given the possibilities of large profits, entrepreneurial teams continue to come forward with new venture proposals, and venture capitalists continue to fund them. This case example illustrates the challenge and risk of developing a new product for a potentially emerging market. In this instance, the market did not evolve as expected and there were no profitable customers. An attempt to redefine the product/market focus was also unsuccessful. In the period of some two years, the company went from concept to start-up to closure. This article starts with a brief review of venture creation and business model literature, considers an unsuccessful start-up, and concludes with lessons learned. References and a glossary follow.

The trinity of entrepreneurial team dynamics: cognition, conflicts and cohesion

2017 ◽  
Vol 23 (6) ◽  
pp. 934-951 ◽  
Author(s):  
Ming-Huei Chen ◽  
Yu-Yu Chang ◽  
Yuan-Chieh Chang
Keyword(s):  
Team Cohesion ◽  
New Venture ◽  
Equation Modeling ◽  
Shared Cognition ◽  
Content Type ◽  
Team Members ◽  
Venture Performance ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Team ◽  
The Trinity

Purpose Cognition, conflict and cohesion constitute an inseparable body of group dynamics in entrepreneurial teams. There have been few studies of how entrepreneurial team members interact with each other to enhance venture performance. The purpose of this paper is to develop and test a model that explains the trinity of cognition, conflict and cohesion in terms of social interaction between entrepreneurial team members. Design/methodology/approach Drawing upon the existing literature concerning entrepreneurial teams, the hypothesized model posits that shared cognition influences team cohesion through the mediating effects of intra-team conflicts. The model also postulates that team cohesion is positively associated with new venture performance and entrepreneurial satisfaction. Structural equation modeling is used to test the hypothesized model, using data that were collected from 203 entrepreneurial teams from technology-based companies in Taiwan. Findings The results show that shared cognition in entrepreneurial team members maintains team cohesion by restraining conflict and that team cohesion has a positive influence on entrepreneurial members’ satisfaction and new venture profitability. Practical implications The leader of a new venture team must endeavor to improve shared cognition between entrepreneurial members. To strengthen shared cognition, the leader can hold formal workshops to build consensus, informal meetings to share views, or use social media to enhance common understanding. Originality/value This paper verifies the connections between shared cognition, conflicts and cohesion in entrepreneurial teams in predicting new venture success and highlights the importance of cultivating a shared cognition in an entrepreneurial team to manage conflicts.

scholarly journals Psychological ownership development in new venture teams

2021 ◽  
pp. 026624262110233
Author(s):  
Olga Yttermyr ◽  
Karl Wennberg
Keyword(s):  
Small Groups ◽  
Process Model ◽  
Psychological Ownership ◽  
New Venture ◽  
Interpersonal Processes ◽  
Entrepreneurial Teams ◽  
Organisational Climate ◽  
Depth Study ◽  
Individual Needs ◽  
Role Based

Psychological ownership (PO) is important for organisational climate and outcomes, yet, little is known about collective forms of PO in emerging entrepreneurial teams. Based on an in-depth study of a new venture team over three years, we sketch a process model of collective PO development. While studies on individual PO in established organisations highlight individual needs in triggering processes of PO development, our study indicates the importance of temporal, role-based, and input-based alignment of interpersonal processes for the emergence of collective PO in new venture teams. We discuss insights for research on new venture teams and research on small groups.

scholarly journals Exploring the drivers of tensions in social innovation management in the context of social entrepreneurial teams

2019 ◽  
Vol 57 (6) ◽  
pp. 1344-1361 ◽  
Author(s):  
Frédéric Dufays
Keyword(s):  
Social Entrepreneurship ◽  
Social Innovation ◽  
Innovation Management ◽  
Research Approach ◽  
Innovation Implementation ◽  
Content Type ◽  
Team Members ◽  
Entrepreneurial Teams ◽  
The Social ◽  
Entrepreneurial Team

Purpose The purpose of this paper is to identify tensions that are emerging in the invention and implementation of social innovation by social entrepreneurial teams and highlights elements that influence the type of tension encountered. Design/methodology/approach Four cases are selected theoretically, studied individually, and compared to one another to identify tensions and patterns of tensions. Findings The findings reveal the predominant tensions related to goals and identity during social innovation invention and those related to time and knowledge during social innovation implementation. The size of the entrepreneurial team, the nature of the social innovation, and the interest orientation – that is, the overlap between entrepreneurial team members and beneficiaries – are found to play a role in the type of tensions encountered and their content. Research limitations/implications The chosen research approach limits the generalizability of the research results. Replication in other settings and with other types of social innovation is therefore encouraged. Originality/value In contrast to most existing studies, this research focuses on nascent social innovation projects borne by teams. It proposes that social-business tensions are not necessarily predominant in social innovation management. It suggests the importance of interest orientation as an underestimated factor in the study of social entrepreneurship.

scholarly journals Clashes Among Founding Partners: How Entrepreneurs Overcome Conflicts?

2020 ◽  
Vol 9 (4) ◽  
pp. 502
Author(s):  
Gilberto Sarfati Gilberto Sarfati ◽  
Thomaz Martins ◽  
Gabriel Akel Abrahão
Keyword(s):  
Organizational Performance ◽  
Acceleration Process ◽  
Team Conflict ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Team ◽  
Negative Impacts ◽  
Founding Team ◽  
A Company ◽  
Depth Interviews

Objective: Conflicts have negative impacts on organizational performance and can lead to company mortality. The GVentures Accelerator, from the School of Business Administration of São Paulo (EAESP-FGV) identified that several startups that failed during and after the acceleration process had conflicts among the founding partners. This work aims to understand why some entrepreneurial teams in a pre-seed stage are able to overcome conflicts while others are not Methodology: We conducted a case study of 9 accelerated startups using in-depth interviews with 20 founding partners, and the interviews were followed by the codification and analysis of the cases with support from the manager responsible for the accelerator.Results: The research concludes that operational conflicts that escalate to affective conflicts due to disagreements in the process of giving and receiving feedback and/or mistrust between partners can lead to the dissolution of a company. On the other hand, founding members, even if they experience affective conflicts, are able to overcome the problems using the strategies of taking a step aside, giving in and putting their egos aside. It was also identified that the acceleration process tends to exacerbate the operational conflicts between founding partners.Theoretical/methodological contributions: The research contributes to the literature about founding teams by pointing out that operational conflict does not necessarily lead to the dissolution of the organization or closing the business, but operational conflicts that intensify to affective conflicts due to disagreements in the process of giving and receiving feedback and/or distrust among partners can lead to the dissolution of the organizationRelevance/originality: Founding teams are the backbone of any company. In spite of several articles discussing team conflict little is known about why some entrepreneurial team are able to overcome conflicts while other not. Moreover, also little is known about the role accelerators play in these conflicts.Social/management contribution: The conclusions about the strategies for managing founding team conflicts: taking a step aside, giving in and putting their egos aside; may be very useful for both entrepreneurs and accelerators’ management team in dealing with conflicts among founders.

Cultural values, entrepreneurial team structure and performance of SMEs

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Bashokuh-E-Ajirloo ◽  
Bahman Khodapanah ◽  
Mehdi Alizadeh ◽  
Mehdi Ebrahimzadeh
Keyword(s):  
Cultural Values ◽  
Team Performance ◽  
Discriminant Validity ◽  
Content Type ◽  
Team Members ◽  
Team Structure ◽  
Entrepreneurial Teams ◽  
Reliability Indicator ◽  
Entrepreneurial Team ◽  
And Performance

PurposeThe main objective of this study is to explain the relationship between members' cultural values on structure and performance of the entrepreneurial teams that located in Tehran.Design/methodology/approachData used in this study are collected by a questionnaire distributed among managers and other executive members of SMEs located in Tehran. One hundred and thirty-nine participants completed the questionnaires, and their responses were analyzed using partial least squares technique. Measures showed good convergent and discriminant validity. Furthermore, Cronbach's alpha, as reliability indicator for all measures, is at the acceptable level.FindingsResearch finding shows that all hypothesis supported in Iran contex. Entrepreneurial team members' cultural values have positive and significant effect on the entrepreneurial team structure. Entrepreneurial team members' cultural values have significant effect on the entrepreneurial team performance and also, the structure of the entrepreneurial team has a positive and significant effect on the entrepreneurial team performance.Originality/valueThese studies mostly focused on technical dimensions of entrepreneurial teams and overlooked the cultural values of their members.

scholarly journals A preinstalled nasopharyngeal airway in the right nasal passageway to facilitate nasogastric intubation in anesthetized and intubated patients: a prospective randomized controlled trial

2020 ◽  
Vol 20 (1) ◽  
Author(s):  
Ting-Yang Huang ◽  
Jr-Rung Lin ◽  
Yung-Tai Chung
Keyword(s):  
Randomized Controlled Trial ◽  
Success Rate ◽  
Risk Reduction ◽  
Controlled Trial ◽  
Success Rates ◽  
Randomized Controlled ◽  
Prospective Randomized Controlled Trial ◽  
Nasopharyngeal Airway ◽  
The Right ◽  
To Receive

Abstract Background Nasogastric intubation (NGI) is usually challenging in patients under general anesthesia, with reported success rate at the first attempt to be less than 50%. The aim of this study was to investigate whether a preinstalled nasopharyngeal airway (NPA) in the right nasal passageway can facilitate NGI in anesthetized and intubated patients. Methods A prospective randomized controlled trial including 108 patients scheduled for elective intra-abdominal surgeries requiring a nasogastric tube (NGT) was conducted. Fifty-three patients were randomized to receive NGI through a preinstalled NPA in the right nasal passageway (Group NPA) and 55 patients to receive NGI via the right nostril (Group O). The primary outcomes were success rates of NGI at first attempt, success rates of NGI in accumulative attempts, durations of successful NGI at the first attempt and success rates of NGI for the rescuing methods. The secondary outcomes were bleeding incidence and hemodynamic changes induced by NGI. Results Success rate of NGI at the first attempt was 83.0% in Group NPA compared with 47.3% in Group O [P < 0.001; absolute risk reduction (ARR) = 35.7%, 95% confidence interval (CI) = 19.1–52.4%; relative risk reduction (RRR) = 67.8%] and success rate of NGI in accumulative attempts (two attempts maximum) was 88.7% in Group NPA compared with 63.6% in Group O (P = 0.002; ARR = 25.0%, 95% CI = 9.7–40.4%; RRR = 68.9%). Duration for NGI successful at the first attempt in Group NPA was significantly longer than that in Group O (56.3 vs. 27.1 s; P < 0.001; Mean difference = 29.2 s, 95% CI = 20.0–38.4 s). Neither bleeding incidence nor hemodynamic response is significantly different between the two study groups. Conclusions The study indicates a preinstalled NPA in the right nasal passageway facilitates NGI in anesthetized and intubated patients as an initial NGI method and as a rescuing method for patients undergoing two unsuccessful initial attempts of NGI without a preinstalled NPA. However, the NPA method proved to take more time than the routine method for NGI successful at the first attempt. Trial registration: The study was conducted after receiving approval from Institutional Review Board of Chang Gung Memorial Hospital, Linkou branch, Taiwan (registration number 201800138A3; April 11, 2018), and the clinicaltrials.gov (NCT03697642; Principal Investigator: Ting-Yang Huang; Date of registration: October 4, 2018; https://www.clinicaltrials.gov/NCT03697642).

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