An empirical study on the entrepreneurial team and entrepreneurial performance

2020 ◽  
Vol 20 (4) ◽  
pp. 299
Author(s):  
Fang Bian ◽  
Sang Bing Tsai ◽  
Chia Huei Wu
Keyword(s):  
Empirical Study ◽  
Entrepreneurial Performance ◽  
Entrepreneurial Team

How does the team expertise heterogeneity improve entrepreneurial performance?

2019 ◽  
Vol 38 (2) ◽  
pp. 434-445 ◽  
Author(s):  
Yi Zhang ◽  
Wanhong Zhang
Keyword(s):  
Management Practice ◽  
Mediating Effects ◽  
Content Type ◽  
Entrepreneurial Performance ◽  
Team Conflict ◽  
Team Heterogeneity ◽  
Mediating Role ◽  
Entrepreneurial Team ◽  
The Relationship ◽  
Experimental Group

Purpose The purpose of this paper is to examine the relationship between team heterogeneity and team performance in entrepreneurial team and is also of significance in guiding the management practice of an entrepreneurial team. Design/methodology/approach The study is carried out based on an experiment, in which a 2×2 experimental group is devised to collect data concerned with the heterogeneity of entrepreneurial team’s expertise and the attitude toward heterogeneity. Findings The entrepreneurial team’s heterogeneity has a significant effect on entrepreneurial performance; the entrepreneurial team’s heterogeneity influences entrepreneurial performance through team task conflict; attitudes toward heterogeneity play a mediating role in the above process. Originality/value This paper is carried out based on an experiment which can be used to determine the mediating effects of team conflict on the relationship between team expertise heterogeneity and the entrepreneurial performance.

Burstiness as a Predictor of Performance

2018 ◽  
pp. 132-173
Keyword(s):  
Professional Development ◽  
Empirical Study ◽  
Teacher Professional Development ◽  
Research Question ◽  
Entrepreneurship Education ◽  
Success Factor ◽  
Entrepreneurial Performance ◽  
Critical Success ◽  
Teacher Professional ◽  
The Baltic

Entrepreneurship education in teacher professional development is of paramount importance as teachers are a critical success factor in the entrepreneurship development. However, little attention has been paid to burstiness as a predictor of performance. The aim of the manuscript is to analyze the relationship between burstiness of entrepreneurship education in teacher professional development and teachers' entrepreneurial performance underpinning implementation of an empirical study in the Baltic States (Estonia, Latvia, and Lithuania). The meaning of the key concepts of “burstiness,” “performance,” “entrepreneurship education,” and “teacher professional development” is studied. The findings of the empirical study allow drawing the conclusion that a level of frequency, as a criterion of burstiness, of entrepreneurship education in teacher professional development does not reflect a level of teachers' entrepreneurial performance. The novel contribution of this manuscript is the newly formulated research question on burstiness as a predictor of performance.

Effects of CEO humility and relationship conflict on entrepreneurial performance

2020 ◽  
Vol 31 (3) ◽  
pp. 489-508 ◽  
Author(s):  
Yi Li ◽  
Feng Wei ◽  
Siyue Chen ◽  
Yushan Yan
Keyword(s):  
New Ventures ◽  
Mediating Effect ◽  
Relationship Conflict ◽  
Firm Level ◽  
Content Type ◽  
Entrepreneurial Performance ◽  
Political Skills ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Team ◽  
Humble Leadership

Purpose First, this paper aims to explore how CEO humility and relationship conflict in entrepreneurial teams affect the firm-level performance of new ventures. Second, it investigates the moderating effect of CEO political skills on the indirect association between CEO humility and entrepreneurial performance through relationship conflict in entrepreneurial teams. Design/methodology/approach A questionnaire survey was administered to CEOs and their entrepreneurial team members in 171 start-ups in Shanghai, China. The data obtained from the survey were subjected to multiple regression analysis using the SPSS PROCESS macro and confirmatory factor analysis using Mplus. Findings The findings are as follows. First, CEO humility can reduce relationship conflict in entrepreneurial teams. Second, CEO political skills moderate the link between CEO humility and relationship conflict in entrepreneurial teams. The weaker the CEO political skills, the stronger the effect of CEO humility on relationship conflict, and the stronger the CEO political skills, the weaker the effect of CEO humility on relationship conflict. Third, relationship conflict in entrepreneurial teams is negatively related to entrepreneurial performance. Finally, CEO political skills moderate the mediating effect of entrepreneurial team relationship conflict on the CEO humility – entrepreneurial performance link. Practical implications The findings of this study offer guidance for entrepreneurs seeking to improve firm performance. The findings suggest that entrepreneurs should adopt a humble leadership style that cultivates their strengths and minimizes their weaknesses. To improve the centripetal force and cohesion of the entrepreneurial team, they should focus on the team, affirm the contribution of subordinates and accept subordinates’ advice. Originality/value The study reveals that CEO humility has a positive effect on entrepreneurial performance, which enriches research on the effectiveness of humble leadership at the firm level. From the perspective of team relationship conflict, the study also explores the mechanism underlying the effect of CEO humility on entrepreneurial performance, opening the “black box” of CEO humility and entrepreneurial effectiveness. In addition, the study reveals the boundary conditions of the influence of CEO humility, enriching the theoretical literature on humble leadership, political skills and resource conservation.

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