Entrepreneurial Team Embeddedness: Construct, Measurement, and Its Effects on Venture Performance

2019 ◽  
Vol 2019 (1) ◽  
pp. 12725
Author(s):  
Yuntao Bai ◽  
Li Lin ◽  
Jinyan Lin
Keyword(s):  
Venture Performance ◽  
Entrepreneurial Team ◽  
Construct Measurement

scholarly journals Relationship between Entrepreneurial Team Characteristics and Venture Performance in China: From the Aspects of Cognition and Behaviors

2020 ◽  
Vol 12 (1) ◽  
pp. 377 ◽  
Author(s):  
Xue-Liang Pei ◽  
Tung-Ju Wu ◽  
Jia-Ning Guo ◽  
Jia-Qi Hu
Keyword(s):  
Structural Equation ◽  
Equation Modeling ◽  
Team Cognition ◽  
Team Members ◽  
Research Results ◽  
Venture Performance ◽  
Entrepreneurial Team ◽  
Behavior Characteristics ◽  
And Behavior ◽  
The Relationship

Entrepreneurial and innovative activities are becoming a global economic and social phenomenon, especially in emerging economies. This study focuses on a typical emerging economy, China, and its entrepreneurial and innovative activities. On the basis of current research, the literature review and the chain of “cognition–behavior–outcome” are used for constructing the theoretical model for the relationship among entrepreneurial team cognition characteristics, behavior characteristics, and venture performance. A total of 101 valid copies of questionnaire are collected from entrepreneurial team members, as the research objects, and the structural equation modeling (SEM) method is applied to test the theoretical hypotheses. The research results reveal (1) significant effects of entrepreneurial team cognition characteristics and behavior characteristics on venture performance and (2) partial mediating effects of entrepreneurial team behavior characteristics on the relationship between cognition characteristics and venture performance. The research results are the expansion of research on entrepreneurial teams as well as the important reference for entrepreneurial team management and behavioral practice.

ENTREPRENEURIAL TEAM DIVERSITY AND NEW VENTURE PERFORMANCE IN CAMEROON: THE MODERATING EFFECT OF CONFLICTS

2017 ◽  
Vol 21 (04) ◽  
pp. 1750038
Author(s):  
MATH MAZRA
Keyword(s):  
Positive Impact ◽  
New Ventures ◽  
Racial Diversity ◽  
Limited Liability ◽  
Cognitive Conflict ◽  
New Venture ◽  
Scientific Interest ◽  
Team Diversity ◽  
Venture Performance ◽  
Entrepreneurial Team

Researches on entrepreneurship reach a conclusion that more and more companies are created by teams rather than by sole entrepreneurs (Klotz et al., 2014). According to the Cameroonian National Institute of Statistics (NIS, 2009), more than 66% of new ventures in Cameroon are Limited Liability Companies, representing the major jobs provider. However, in spite of their numerical and economical importance, creations in teams have not been subject to scientific interest despite their consistency. The purpose of this article is to analyse the effect of the entrepreneurial team diversity and conflicts among its members on the performance of new ventures. The results of our econometric analysis based on a sample of 184 new ventures show that gender, skills and experience diversity have a positive impact on the performance of these enterprises. The cognitive conflict positively moderates the effect of the team diversity, while the emotional conflict negatively affects this relationship. Ethnic or racial diversity has no significant impact on the performance of the new ventures.

Entrepreneurial Team Composition Characteristics and New Venture Performance: A Meta–Analysis

2017 ◽  
Vol 41 (5) ◽  
pp. 743-771 ◽  
Author(s):  
Linlin Jin ◽  
Kristen Madison ◽  
Nils D. Kraiczy ◽  
Franz W. Kellermanns ◽  
T. Russell Crook ◽  
...  
Keyword(s):  
Meta Analysis ◽  
New Ventures ◽  
Top Management Teams ◽  
New Venture ◽  
Future Research ◽  
Team Composition ◽  
Venture Performance ◽  
Entrepreneurial Team ◽  
Established Firms ◽  
New Venture Performance

Upper echelon theory highlights the importance of top management teams in large and established firms; however, effects are not always clear outside of this context. Due to the unique nature of new ventures, the composition of entrepreneurial teams and its effects on performance is worthy of investigation. Accordingly, we meta–analyze the effect of three characteristics of entrepreneurial team composition (i.e., aggregated, heterogeneity, team size) on new venture performance. Our meta–analysis, which includes 55 empirical samples and 8,892 observations, finds significant and unique effects of entrepreneurial team characteristics on new ventures. Based on our findings, we derive avenues for future research.

scholarly journals Effective Collaboration of Entrepreneurial Teams—Implications for Entrepreneurial Education

2020 ◽  
Vol 10 (12) ◽  
pp. 364
Author(s):  
Beata Krawczyk-Bryłka ◽  
Katarzyna Stankiewicz ◽  
Paweł Ziemiański ◽  
Michał T. Tomczak
Keyword(s):  
Case Studies ◽  
Quantitative Method ◽  
Reflective Learning ◽  
Personal Satisfaction ◽  
Team Collaboration ◽  
Team Members ◽  
Venture Performance ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Team ◽  
The Relationship

In the situation of a permanent change and increased competition, business ventures are more and more often undertaken not by individuals but by entrepreneurial teams. The main aim of this paper is to examine the team principles implemented by effective entrepreneurial teams and how they differ in nascent and established teams. We also focused on the relationship between the implementation of these rules by entrepreneurial team members and their evaluation of venture performance and personal satisfaction. The quantitative method was used: a list of nine items describing the principles important for the entrepreneurial teams’ collaboration was included in a questionnaire conducted in a group of 106 Polish entrepreneurs who run their businesses as members of entrepreneurial teams. The results of the research showed that all the collaboration principles included in the prepared scale are implemented by the tested entrepreneurial teams; in the case of two particular items, the obtained scores were higher in nascent teams. The correlation between principle implementation and venture performance as well as the correlation between principle implementation and entrepreneurs’ professional satisfaction was confirmed. In addition, the goal was to emphasize the importance of the entrepreneurial team’s collaboration due to its effectiveness, and propose the prepared scale as a tool for entrepreneurial reflective learning. Finally, statements by members of two entrepreneurial teams concerning team collaboration are presented to deliver case studies that can be used during entrepreneurship courses.

Entrepreneurial Team Conflict and Cohesion: Meta-structural Equation Modeling

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Sangok Yoo ◽  
Jin Lee ◽  
Yunsoo Lee
Keyword(s):  
Structural Equation Modeling ◽  
Structural Equation ◽  
Empirical Studies ◽  
Equation Modeling ◽  
Future Research ◽  
Team Diversity ◽  
Team Conflict ◽  
Positive Effects ◽  
Venture Performance ◽  
Entrepreneurial Team

Abstract We explore the mediating effects that entrepreneurial team conflict and cohesion have on the relationship between team diversity and performance based on an inputs-mediators-outcomes framework. Using 56 samples from 54 empirical studies, we conducted a meta-analysis of the hypothesized relationships and used meta-analytic structural equation modeling (MASEM) to test the mediating models. Our findings reveal that team diversity was related to cognitive and affective conflict, and only affective conflict was associated with objective and subjective venture performance. Furthermore, entrepreneurial team cohesion had positive effects on venture performance. Our unique contributions to the entrepreneurial team literature and future research suggestions are also discussed.

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.

The New Business Road Test: What Entrepreneurs and Investors Should Do Before Launching a Lean Startup, by John Mullins

2019 ◽  
Vol 1 (1) ◽  
pp. 89-92
Author(s):  
José Luis Albites Sanabria
Keyword(s):  
Road Test ◽  
Start Up ◽  
Plan B ◽  
Entrepreneurial Team ◽  
New Business ◽  
First Time ◽  
Lean Startup ◽  
Thought Leaders

John Mullins is a researcher, teacher and one of the world’s foremost thought leaders in entrepreneurship. Over the years, John has been hailed as an inspiration for entrepreneurs who have employed the models outlined in books such as Getting to Plan B or The Customer-Funded Business, in order to transform their ideas into global startup companies. Now in its 5th edition, The New Business Road Test guides the reader through the complex yet gripping process of testing a business idea. How can you be completely sure that your list of start-up ideas is good or bad? How much time or money should you invest in each of these ideas? And, for first-time entrepreneurs, should you embark upon a start-up just because you love your idea? Should you leave a stable job and focus entirely on what feels to you like a good business idea? Mullins’ book offers thoughtful readers guidance on the thorny issues associated with entrepreneurship that you yourself may be facing even as you read this introduction. In order to fully understand the theories behind the tools and advice for testing your idea, we must start by understanding Mullins’ vision of the entrepreneurial world. The book begins by defining three elements crucial to the success of a business: the market, the industry, and the entrepreneurial team.

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