Kernel of a DSS for the Evaluation of the Founding Team of a University—Based Spin Off

2015 ◽  
pp. 77-93
Author(s):  
Clara Bassano ◽  
Giuseppe D’Aniello ◽  
Matteo Gaeta ◽  
Mirko Perano ◽  
Luigi Rarità
Keyword(s):  
Founding Team

Entrepreneurial Bricolage and New Product Development Performance in New Ventures: The Contingent Effects of Founding Team Involvement

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Xinchun Wang ◽  
Xiaoyu Yu ◽  
Xiaotong Meng
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Resource Constraints ◽  
New Ventures ◽  
New Products ◽  
New Product ◽  
Strategic Decision ◽  
Entrepreneurial Bricolage ◽  
Founding Team ◽  
Npd Performance

Abstract New product development (NPD) performance is a key determinant of a new venture’s success. However, compared with established firms, new ventures often suffer from resource constraints when developing new products. Entrepreneurial bricolage is reported in the literature as an alternative strategic option that enables managers to overcome resource constraints when developing new products. However, because new ventures are often founded by an entrepreneurial team, the effectiveness and efficiency of using bricolage to improve NPD performance might be contingent on how the founding team plays its roles in this process. Using data from 323 new ventures in China, we find support for the critical role of entrepreneurial bricolage in improving NPD success under resource constraints. More importantly, our results reveal that the bricolage strategy is more likely to benefit a venture when the founding team is composed of members with diverse functional backgrounds and is not heavily involved in strategic decision-making.

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.

scholarly journals Determinants of the Sustainability and Growth of Construction Contractors

2017 ◽  
Author(s):  
Abimbola Windapo
Keyword(s):  
South Africa ◽  
Sustainable Development ◽  
Sample Size ◽  
Construction Industry ◽  
Civil Engineering ◽  
Organizational Factors ◽  
Life Cycle Approach ◽  
The Sustainable Development ◽  
Founding Team ◽  
Organisational Factors

The focus of research has mainly been on the life cycle approach to project development, while limited attention has been given to the ageing construction companies that make all these activities/processes happen. This paper examines the organisational factors determining the sustainability and growth of building and civil engineering contractors in South Africa. The paper explores whether there are specific organisational factors that aid the sustainable development and growth of contractors in the South African construction industry. The paper analyses data gathered from face-to-face interviews conducted with four established and twelve upgraded and successful building and civil engineering contractors listed on the Construction Industry Development Board’s (cidb) Register of Contractors. The aim of the study is to identify the organisational factors critical for sustainable contractor development and growth in South Africa. The study found that organizational factors responsible for the sustainable development and growth of construction contractors include the size of the founding team members, management capabilities, strategic decisions made by founders/leaders and the ability of the company to constantly evolve, adapt and respond effectively to threats/challenges whenever they surface, amongst other findings. Capacity to generalise the results of the study to the large cidb registered contractor group is limited by the smallness of the sample size. Future research should make use of a larger sample size to obtain more general findings. The results of the study imply that the founding team size, experience, entrepreneurial and managerial capabilities, capacities and organisational structures that enable the efficient response of companies to external and internal challenges are key components of the definable arrangements that will support the sustainability and growth of construction organisations. The paper is of value to government departments and agencies such as the cidb and contracting firms in the construction industry.

Founding team entrepreneurial and professional identification, identity conflict, and ambidexterity

2021 ◽  
Vol 2021 (1) ◽  
pp. 12639
Author(s):  
Niranjan Srinivasan Janardhanan ◽  
Stephen Xu Zhang ◽  
Jianfeng Jia ◽  
Steven Gray ◽  
Yuxin Jiao
Keyword(s):  
Identity Conflict ◽  
Professional Identification ◽  
Founding Team

Deconstructing the shared leadership emergence process in entrepreneurial teams

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shiji Lyndon ◽  
Ashish Pandey
Keyword(s):  
Shared Leadership ◽  
Process Model ◽  
Team Development ◽  
Leadership Emergence ◽  
Content Type ◽  
Entrepreneurial Teams ◽  
Founding Team ◽  
Or Team ◽  
Depth Interviews ◽  
Practical Implications

PurposeEntrepreneurship literature has not sufficiently explored the process of how, at different points in time, different members of the co-founding team emerge as leaders. The purpose of this paper is to deconstruct the phenomenon of shared leadership emergence process amongst co-founders in entrepreneurial teams.Design/methodology/approachThe study adopted a qualitative approach. 21 co-founders from 7 entrepreneurial teams participated in the study. In-depth interviews were conducted. The data were analysed using Nvivo 11 software.FindingsThe study elaborates the process model of shared leadership emergence. The study found that shared interpersonal cognition and trust amongst the co-founders lead to claiming and granting of leadership. The findings also illustrate various strategies used by co-founders to emerge as leaders.Practical implicationsThe findings provide key insights to entrepreneurial teams by illuminating what kind of leadership dynamics should be developed, right from the initial stages of the venture. Also, the findings would be beneficial to investors, mentors and coaches of the entrepreneurial teams and ventures, by highlighting team dynamics to be considered before making any investment or team development decisions.Originality/valueThe inductive approach adopted in the study helps in understanding the process of shared leadership emergence in entrepreneurial teams, which is not adequately answered by previous studies. The study extends both shared leadership and entrepreneurship literature by providing a process theory of leadership emergence.

From Co-founders to Founding Team: A Longitudinal Study of Mechanisms That Enable the Transition

2021 ◽  
Vol 2021 (1) ◽  
pp. 15978
Author(s):  
Eleni Georgiadou ◽  
Raj Krishnan Shankar ◽  
Tommy Clausen
Keyword(s):  
Longitudinal Study ◽  
Founding Team

scholarly journals Creating New Ventures: A Review and Research Agenda

2020 ◽  
Vol 47 (1) ◽  
pp. 11-42 ◽  
Author(s):  
Dean A. Shepherd ◽  
Vangelis Souitaris ◽  
Marc Gruber
Keyword(s):  
Organizational Behavior ◽  
Social Relationships ◽  
Research Agenda ◽  
New Ventures ◽  
New Venture ◽  
Future Research ◽  
The Past ◽  
Road Map ◽  
Organizational Emergence ◽  
Founding Team

Creating new ventures is one of the most central topics to entrepreneurship and is a critical step from which many theories of management, organizational behavior, and strategic management build. Therefore, this review and proposed research agenda are relevant to not only entrepreneurship scholars but also other management scholars who wish to challenge some of the implicit assumptions of their current streams of research and extend the boundaries of their current theories to earlier in the organization’s life. Given that the last systematic review of the topic was published 16 years ago, and that the topic has evolved rapidly over this time, an overview and research outlook are long overdue. From our review, we inductively generated 10 subtopics: (a) lead founder, (b) founding team, (c) social relationships, (d) cognitions, (e) emergent organizing, (f) new-venture strategy, (g) organizational emergence, (h) new-venture legitimacy, (i) founder exit, and (j) entrepreneurial environment. These subtopics are then organized into three major stages of the entrepreneurial process: co-creating, organizing, and performing. Together, the framework provides a cohesive story of the past and a road map for future research on creating new ventures, focusing on the links connecting these subtopics.

Adding the entrepreneurial orientation among the theoretical perspectives to analyse the development of research-based spin-offs

2019 ◽  
Vol 21 (2) ◽  
pp. 113-126 ◽  
Author(s):  
Chiara Verbano ◽  
Maria Crema ◽  
Veronica Scuotto
Keyword(s):  
Entrepreneurial Orientation ◽  
Institutional Perspective ◽  
Technology Sector ◽  
Parent Organization ◽  
Theoretical Perspectives ◽  
Information And Communication ◽  
Founding Team ◽  
Structured Questionnaire

To date, research-based spin-offs (RBSOs) have been studied from an institutional perspective, from an entrepreneurial orientation (EO) or from a resource-based view. Although scholars have expressed an interest in studying RBSOs, nobody has incorporated the three different perspectives into a single integrated model. Therefore, the present article aims to develop a holistic theoretical framework, studying the human, financial, technological and social resources of an RBSO and highlighting whether the EO influences an RBSO during its generation and development phases. A case study from the information and communication technology sector was selected, and data were collected through a structured questionnaire complemented with in-depth and on-site interviews. The holistic framework adopted allowed to highlight the peculiarities of the RBSO: the marked vocation for scientific research, the EO of the founding team and the important role of the parent organization, mostly in supplying intangible assets. The emerged evidence shows how it is possible to generate and develop a successful RBSO, providing useful insights from both academic and managerial viewpoints.

The effects of entrepreneurs’ moral awareness and ethical behavior on product innovation of new ventures

2019 ◽  
Vol 13 (2) ◽  
pp. 421-446 ◽  
Author(s):  
Yiyuan Mai ◽  
Wenge Zhang ◽  
Lihua Wang
Keyword(s):  
Ethical Behavior ◽  
Product Innovation ◽  
Cognitive Theory ◽  
New Ventures ◽  
Initial Step ◽  
Moral Awareness ◽  
Mediation Effects ◽  
Content Type ◽  
Team Members ◽  
Founding Team

Purpose The purpose of this paper is to apply the social cognitive theory and social learning theory to examine the different mechanisms through which entrepreneurs’ moral awareness and ethical behavior affect the product innovation of new ventures. Design/methodology/approach The authors collected survey data from 150 founders and 389 founding team members of new ventures in China in 2015. The final sample contained 113 questionnaires from entrepreneurs and 246 questionnaires from their founding team members. Regression analyses were used to test direct effects, and Preacher and Hayes’ (2004) formal mediation test approach with bootstrapping method was used to evaluate the mediation effects. Findings The findings indicate that the ethical levels of entrepreneurs can affect the product innovation of a new venture through two paths: entrepreneurs with low levels of moral awareness tend to be more individually creative, which facilitates product innovation, and entrepreneurs with high levels of ethical behavior can make founding teams more creative, which also promotes product innovation. Practical implications The findings of this study suggest that entrepreneurs are not negatively affected by their low moral awareness as long as they exhibit high ethical behavior with founding team members. But such low moral awareness has to be genuine. The best way to promote product innovation in the long run is to create an organizational culture of ethical behavior rather than to ignore moral issues in decision-making. Originality/value This study challenges the assumption that moral awareness and ethical behavior are always consistent. It takes an initial step to resolve the contradiction in the current literature regarding the relationship between the ethical levels of entrepreneurs and product innovation in the context of founders and founding teams in new ventures.

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