Shared cognition in top management teams: implications for new venture performance

2001 ◽  
Vol 22 (2) ◽  
pp. 145-160 ◽  
Author(s):  
Michael D. Ensley ◽  
Craig L. Pearce
Keyword(s):  
Top Management Teams ◽  
Management Teams ◽  
New Venture ◽  
Top Management ◽  
Shared Cognition ◽  
Venture Performance ◽  
New Venture Performance

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.

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