scholarly journals Equipe empreendedor Troika: Uma chamada em pesquisa Integrativa relacionada a habilidades sobre confiança, conflito e diversidade.

2017 ◽  
Vol 8 (1) ◽  
pp. 18 ◽  
Author(s):  
Mohammad Saud Khan
Keyword(s):  
Research Agenda ◽  
Critical Evaluation ◽  
New Venture ◽  
Entrepreneurial Activity ◽  
Integrative Approach ◽  
Unit Of Analysis ◽  
Entrepreneurial Teams ◽  
The Core ◽  
Entrepreneurial Team ◽  
Start Ups

During the last four decades entrepreneurship research has established itself as a legitimate area of enquiry, which requires a concentrated and coordinated effort towards studying the context in entrepreneurial activity. In doing so, it is understood that entrepreneurial teams form the core of most start-ups at some point of their new venture journey. Furthermore, three crucial aspects of this vital unit of analysis (entrepreneurial team) are trust, conflict and diversity which shape the ultimate success of a firm. This paper presents a contextually developed research agenda based on a critical evaluation and synthesis of findings from literature pointing towards an integrative approach of viewing the three topics viz a viz team entrepreneurship.

scholarly journals Fearful to be an entrepreneur? A cross-country analysis of factors inhibiting entrepreneurship

2019 ◽  
Vol 1 (4) ◽  
pp. 11-19
Author(s):  
Satwinder Singh
Keyword(s):  
New Venture ◽  
Entrepreneurial Activity ◽  
Economic Factors ◽  
High Status ◽  
New Business ◽  
Country Analysis ◽  
Cross Country ◽  
The Uk ◽  
Start Ups ◽  
Socio Economic Factors

This paper is an empirical analysis that has explored personal and socio-economic factors that may inhibit entrepreneurial activity in two diverse countries--the UK and Brazil.  Results show that British and Brazilian males, when they are skilled are less afraid to start a new venture. Results also show that this could be owing to a high status accorded in both the countries to new business start-ups. However, whereas media publicity may add to the fear factor of starting a business in the case of British entrepreneurs; it lessens the fear in the case of Brazilian entrepreneurs. Past failures seem to have no impact on British entrepreneurs, but such failures do seem to add to the fear in Brazilian entrepreneurs. Positive planning to start a new business adds to optimism for British entrepreneurs. Contrary to UK males, younger Brazilian males are less fearful of starting a new business.

Entrepreneurial Teams in New Venture Creation: A Research Agenda

1990 ◽  
Vol 14 (4) ◽  
pp. 7-17 ◽  
Author(s):  
Judith B. Kamm ◽  
Jeffrey C. Shuman ◽  
John A. Seeger ◽  
Aaron J. Nurick
Keyword(s):  
Research Agenda ◽  
New Venture ◽  
New Venture Creation ◽  
Venture Creation ◽  
Entrepreneurial Teams

Community Social Capital and the Venture Gestation Process

2019 ◽  
pp. 175-200
Author(s):  
Siddharth Vedula ◽  
Casey J. Frid
Keyword(s):  
Social Capital ◽  
Research Agenda ◽  
New Venture ◽  
Entrepreneurial Activity ◽  
New Venture Creation ◽  
Venture Creation ◽  
Nascent Entrepreneurs ◽  
Nascent Entrepreneurship ◽  
Growing Body ◽  
Future Work

Community social capital is increasingly recognized as an important regional resource for spurring entrepreneurial activity. A nascent but growing body of work has begun to link community social capital to entrepreneurship, focusing largely on outcomes such as rates of new venture creation. This chapter emphasizes ways in which community social capital can impact nascent entrepreneurship—namely, the activities founders undertake during the gestation phase before a new venture is created. It examines whether the types of activities undertaken by nascent entrepreneurs vary according to the prevalence (or absence) of community social capital within a region, and concludes with a research agenda for future work in this domain.

scholarly journals Can We Improve the Rate of Entrepreneurial Success? Introducing the “TEAM” Framework

2021 ◽  
Vol 9 (8) ◽  
pp. 40-55
Author(s):  
Ahmed H. Tolba
Keyword(s):  
Morphological Changes ◽  
New Venture ◽  
Venture Capitalists ◽  
Entrepreneurial Success ◽  
Success Rates ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Team ◽  
Technical Expert ◽  
John Holland ◽  
To Receive

Business ventures have experienced environments pertaining to rapid morphological changes that have led to the adoption of entrepreneurial teams as opposed to singular individuals. With such a high potential for failure, startups must revert into the foundation of their organization to ensure success and longevity through the formation of an entrepreneurial team. The formation of the entrepreneurial team leads itself to debate due to its diverse linkage with surrounding contexts and the endless combinations of team characteristics. This paper will start by exploring surrounding contexts that affect the performance of entrepreneurship, providing a landscape to the approach of “individual versus team entrepreneur”. The study will shift into venture capitalists and their startup selection criteria lending way to the assumption that entrepreneurial teams are more likely to receive investor funding due to possible parallels in expertise and personalities between the team and the venture capitalist. Afterwards, previous literature will be explored on the components of the entrepreneurial team, creating a structure for the ideal way of composing a team based on the heterogeneous skills and homogenous personalities. The John Holland (IESC Theory) and the Theory of Predicted Behavior will provide evidence towards the efficiency and applicability of the TEAM framework, establishing that a structure including 4 main individual types is required for synergy within a new venture; The Entrepreneur, The Manager, The Technical Expert, and the Assisting Functions. By implementing the TEAM framework, startup success rates can increase and provide substantial benefits for both the entrepreneur and the fund investor.

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.

GRAFTING ENTREPRENEURSHIP

2017 ◽  
Vol 4 (23) ◽  
Author(s):  
Manish Kumar Maurya
Keyword(s):  
Venture Capital ◽  
Entrepreneurial Activity ◽  
Mass Layoffs ◽  
Capital Financing ◽  
Start Ups

Nowadays, Organizations especially the start-ups concentrate so much in adding values to the product and services that it hardly adds value to their own employees. Mass layoffs and shutting down businesses are few examples of that.This paper attempts to increase an understanding of a different approach towards entrepreneurship. It basically takes into account the roles venture capital financing play in supporting entrepreneurial activity and an alternative to it by introducing the concept of grafting entrepreneurship and its implications.

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 Hybrid institutional complexes in global governance

2021 ◽  
Author(s):  
Kenneth W. Abbott ◽  
Benjamin Faude
Keyword(s):  
Global Governance ◽  
Research Agenda ◽  
Structural Difference ◽  
Functional Differentiation ◽  
World Politics ◽  
Intergovernmental Organizations ◽  
The Core ◽  
Institutional Strategies

AbstractMost issue areas in world politics today are governed neither by individual institutions nor by regime complexes composed of formal interstate institutions. Rather, they are governed by “hybrid institutional complexes” (HICs) comprising heterogeneous interstate, infra-state, public–private and private transnational institutions, formal and informal. We develop the concept of the HIC as a novel descriptive and analytical lens for the study of contemporary global governance. The core structural difference between HICs and regime complexes is the greater diversity of institutional forms within HICs. Because of that diversity, HICs operate differently than regime complexes in two significant ways: (1) HICs exhibit relatively greater functional differentiation among their component institutions, and hence suffer from relatively fewer overlapping claims to authority; and (2) HICs exhibit greater informal hierarchy among their component institutions, and hence benefit from greater ordering. Both are systemic features. HICs have characteristic governance benefits: they offer good “substantive fit” for multi-faceted governance problems and good “political fit” for the preferences of diverse constituents; constrain conflictive cross-institutional strategies; and are conducive to mechanisms of coordination, which enhance substantive coherence. Yet HICs also pose characteristic governance risks: individual institutions may take on aspects of problems for which they are ill-suited; multiple institutions may create confusion; HICs can amplify conflict and contestation rather than constraining them; and the “soft” institutions within HICs can reduce the focality of incumbent treaties and intergovernmental organizations and forestall the establishment of new ones. We outline a continuing research agenda for exploring the structures, operations and governance implications of HICs.

scholarly journals The survival of business takeovers and new venture start-ups

2020 ◽  
Vol 29 (3) ◽  
pp. 797-826
Author(s):  
Guoqian Xi ◽  
Jörn Block ◽  
Frank Lasch ◽  
Frank Robert ◽  
Roy Thurik
Keyword(s):  
Life Cycle ◽  
Survival Rate ◽  
Firm Survival ◽  
Organizational Ecology ◽  
New Venture ◽  
Firm Characteristics ◽  
Entry Modes ◽  
Survival Patterns ◽  
Start Ups ◽  
The Relationship

Abstract Business takeovers and new venture start-ups are two important and distinct entry modes of entrepreneurship. They differ from resource-based and organizational ecology perspectives. We compare firm survival patterns and determinants associated with the two entry modes. From two large French datasets, we find that business takeovers have a higher survival rate than new venture start-ups. However, these differences in survival probability reduce over the entrepreneurship life cycle and when controlling for different entrepreneur and firm characteristics. Moreover, we identify differences in determinants of survival for the two groups, highlighting a distinction between the two entrepreneurship entry modes. This work contributes to the literature on the relationship between entrepreneurship entry and firm survival, thereby contributing to both entrepreneurship and firm survival research.

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