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 Psychological Ownership Development in New Venture Teams

2019 ◽  
Vol 2019 (1) ◽  
pp. 14550
Author(s):  
Olga Yttermyr ◽  
Karl J. Wennberg
Keyword(s):  
Psychological Ownership ◽  
New Venture

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.

Group Homes for Severely Multiply Handicapped Persons with Visual Problems

1983 ◽  
Vol 77 (1) ◽  
pp. 4-8 ◽  
Author(s):  
Lars Guldager ◽  
Mary Hamill ◽  
Rebecca D. Mcglamery
Keyword(s):  
Home Environment ◽  
Small Groups ◽  
Group Homes ◽  
Visual Problems ◽  
Individual Needs ◽  
The Cost ◽  
Community Residences

Argues that community residences for small groups of people, and the provision of day activity programs designed to increase functional levels, is the only viable, humane alternative to institutionalization of severely multiply handicapped persons with visual problems. Living in a highly structured, home environment where individual needs are addressed by caring and qualified staff can and should be provided to those without self-preservation skills. Opportunities to participate in suitable prevocational activites are also necessary. The cost of such programs is the same as for insitutional care, and funding can be secured.

scholarly journals Co-constructing an Opportunity with a Community of Inquiry

2021 ◽  
pp. 27-50
Author(s):  
Dean A. Shepherd ◽  
Holger Patzelt
Keyword(s):  
Community Of Inquiry ◽  
New Ventures ◽  
Social Model ◽  
New Venture ◽  
Specific Information ◽  
Community Members ◽  
Entrepreneurial Teams ◽  
Market Launch ◽  
Over Time ◽  
Communities Of Inquiry

AbstractEntrepreneurs can learn about potential opportunitiesthrough social interactions with communities of inquiry. However, how do entrepreneurs build such communities, and how do they engage community members over time to develop their potential opportunities? Building on a recent study of eight new ventures and their communities of inquiry over nine months (Shepherd et al. in Journal of Business Venturing, 106033), this chapter presents a social model of opportunity development. The chapter explains how entrepreneurial teams that progress well toward market launch consist of varied specialists who openly engage their communities of inquiry. This open engagement leads such teams to gather diverse information, generate multiple alternatives (technology and market), and test conjectures about their potential opportunities through disconfirmation. In contrast, unsuccessful entrepreneurial teams rely on focused engagement with their communities of inquiry. This focused engagement leads these teams to gather specific information, generate a few related alternatives, and seek to confirm their opportunity conjectures. This chapter highlights new insights into entrepreneurial teams’ engagement with communities of inquiry to explain opportunity development and, ultimately, new venture progress.

The heavy cost of kumbaya–understanding the survival implications of nascent venture ownership structure

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
David Noack ◽  
Douglas R. Miller ◽  
Rebecca Guidice
Keyword(s):  
Ownership Structure ◽  
Critical Time ◽  
Psychological Ownership ◽  
New Venture ◽  
New Venture Creation ◽  
Venture Creation ◽  
Content Type ◽  
Team Members ◽  
Founding Team ◽  
The Impact

PurposeThis paper brings in relevant entrepreneurial behavior theory to understand the ownership decisions founders make during the nascent stage of new venture creation, and how such decisions impact the viability of the firm.Design/methodology/approachThe authors examine the behavior and decision making of 137 lead founders during the nascent stage of new venture creation. Psychological ownership and environmental uncertainty are measured of lead founders when dividing up firm ownership among the founding team. Using a longitudinal approach, these nascent-stage decisions are then analyzed to understand the impact on the new venture one year later.FindingsCounter to prior research suggesting teams are better off with identical wages and ownership, the authors find such harmony (i.e. “kumbaya”) pursuit to be a detriment to new venture emergence. Specifically, this study finds that nascent ventures are better off with an unequal ownership split among the founding team members. These findings suggest that nascent firms with an unequal split are more likely to move beyond the nascent stage and launch a functional business.Research limitations/implicationsAlthough the results of this study offer a valuable contribution to lead founders and new businesses, the study looked at each startup independent of another and is therefore not able to draw any conclusions related to competitiveness.Practical implicationsLead founders and founding teams frequently divide ownership evenly among the founders. This paper shows that, while convenient, the decision to divide ownership equally can hamper a nascent firm as it moves toward the launch phase of the startup process. These results should motivate founders to think deeply regarding the ownership structure decision and, at the very least, consider the possible negative costs associated with the pursuit of founding team unity.Originality/valueWhile scholars have brought attention to the nascent stage, few have identified and analyzed the decisions that take place during this critical time of the new venture development process. Furthermore, even is less is known of the impact nascent decisions have on startup launch. This study sheds light on these areas.

Opening the black box of employee entrepreneurship decision-making

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qingyan Ye ◽  
Duanxu Wang ◽  
Kai Zeng
Keyword(s):  
Decision Making ◽  
New Venture ◽  
Team Formation ◽  
Valuable Insight ◽  
Content Type ◽  
Study Approach ◽  
Interactive Decision Making ◽  
Entrepreneurial Team ◽  
Depth Study ◽  
Decision Making Processes

PurposeEmployee entrepreneurship has recently become an emerging area of investigation. However, due to the fragmentation of the turnover and entrepreneurship literature, no coherent theoretical framework has been developed to provide an adequate description of the employee entrepreneurial process. The purpose of this paper is to gain a deeper understanding of why and how an employee in an established organization progresses toward starting a new venture by exploring the key decision-making processes during the initial stages of employee entrepreneurship.Design/methodology/approachThis study addresses the following research questions: What are the key decision-making processes during the initial stages of employee entrepreneurship? How are these decisions made, and how do they interact? This study employed a multiple case study approach, which enabled the authors to gain valuable insight into these “what” and “how” questions. The data consist of 28 in-depth employee entrepreneurship cases.FindingsBased on an in-depth study of 28 cases, this study constructs a comprehensive model of the dynamic and interactive decision-making processes that lead to employee entrepreneurship. In particular, the findings reveal that rather than being a linear staged activity, employee entrepreneurship is an inherently iterative process that involves a set of interrelated subdecision-making processes related to turnover, team entrepreneurship and partner recruitment that entail multiple iterations and feedback loops based on an individual's cognitive judgment.Originality/valueBy illustrating and clarifying the importance of the effects of different initial motivations and the attributes of the network in the course of the employee entrepreneurship decision-making process, this study integrates the turnover and entrepreneurship literature and makes significant contributions to the current literature on employee entrepreneurship. Moreover, this study complements research investigating entrepreneurial team formation by providing a detailed understanding of how the lead entrepreneur and the prospective partner make mutual choices during the entrepreneurial team formation process.

General Education Teacher Planning: What Can Students with Learning Disabilities Expect?

1995 ◽  
Vol 61 (4) ◽  
pp. 335-352 ◽  
Author(s):  
Jeanne Shay Schumm ◽  
Sharon Vaughn ◽  
Diane Haager ◽  
Judith McDowell ◽  
Liz Rothlein ◽  
...  
Keyword(s):  
Learning Disabilities ◽  
General Education ◽  
Process Model ◽  
Planning Process ◽  
General Education Teachers ◽  
Teacher Planning ◽  
Students With Learning Disabilities ◽  
General Education Teacher ◽  
Depth Study ◽  
Content Area Instruction

This in-depth study addressed the nature of general education teachers' planning for content area instruction for students with learning disabilities. Participants included 12 teachers, elementary through high school. Through interviews, classroom observations, teacher reflections, and surveys, we used the Flow of the Planning Process Model to investigate teachers' preplanning, interactive planning, and postplanning activities. Elementary general education teachers did more planning to include the needs of diverse students—and collaborated more with special education teachers—than did teachers at other levels. Other results indicated the extent of special help offered by teachers, as well as the pressures felt by teachers to cover the curriculum.

Psychological ownership and the transition from solo entrepreneur to new venture team

2015 ◽  
Vol 2015 (1) ◽  
pp. 13055
Author(s):  
Steven M Gray ◽  
Andrew P. Knight ◽  
Markus Baer
Keyword(s):  
Psychological Ownership ◽  
New Venture
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