scholarly journals Effective Collaboration of Entrepreneurial Teams—Implications for Entrepreneurial Education

2020 ◽  
Vol 10 (12) ◽  
pp. 364
Author(s):  
Beata Krawczyk-Bryłka ◽  
Katarzyna Stankiewicz ◽  
Paweł Ziemiański ◽  
Michał T. Tomczak
Keyword(s):  
Case Studies ◽  
Quantitative Method ◽  
Reflective Learning ◽  
Personal Satisfaction ◽  
Team Collaboration ◽  
Team Members ◽  
Venture Performance ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Team ◽  
The Relationship

In the situation of a permanent change and increased competition, business ventures are more and more often undertaken not by individuals but by entrepreneurial teams. The main aim of this paper is to examine the team principles implemented by effective entrepreneurial teams and how they differ in nascent and established teams. We also focused on the relationship between the implementation of these rules by entrepreneurial team members and their evaluation of venture performance and personal satisfaction. The quantitative method was used: a list of nine items describing the principles important for the entrepreneurial teams’ collaboration was included in a questionnaire conducted in a group of 106 Polish entrepreneurs who run their businesses as members of entrepreneurial teams. The results of the research showed that all the collaboration principles included in the prepared scale are implemented by the tested entrepreneurial teams; in the case of two particular items, the obtained scores were higher in nascent teams. The correlation between principle implementation and venture performance as well as the correlation between principle implementation and entrepreneurs’ professional satisfaction was confirmed. In addition, the goal was to emphasize the importance of the entrepreneurial team’s collaboration due to its effectiveness, and propose the prepared scale as a tool for entrepreneurial reflective learning. Finally, statements by members of two entrepreneurial teams concerning team collaboration are presented to deliver case studies that can be used during entrepreneurship courses.

scholarly journals Relationship between Entrepreneurial Team Characteristics and Venture Performance in China: From the Aspects of Cognition and Behaviors

2020 ◽  
Vol 12 (1) ◽  
pp. 377 ◽  
Author(s):  
Xue-Liang Pei ◽  
Tung-Ju Wu ◽  
Jia-Ning Guo ◽  
Jia-Qi Hu
Keyword(s):  
Structural Equation ◽  
Equation Modeling ◽  
Team Cognition ◽  
Team Members ◽  
Research Results ◽  
Venture Performance ◽  
Entrepreneurial Team ◽  
Behavior Characteristics ◽  
And Behavior ◽  
The Relationship

Entrepreneurial and innovative activities are becoming a global economic and social phenomenon, especially in emerging economies. This study focuses on a typical emerging economy, China, and its entrepreneurial and innovative activities. On the basis of current research, the literature review and the chain of “cognition–behavior–outcome” are used for constructing the theoretical model for the relationship among entrepreneurial team cognition characteristics, behavior characteristics, and venture performance. A total of 101 valid copies of questionnaire are collected from entrepreneurial team members, as the research objects, and the structural equation modeling (SEM) method is applied to test the theoretical hypotheses. The research results reveal (1) significant effects of entrepreneurial team cognition characteristics and behavior characteristics on venture performance and (2) partial mediating effects of entrepreneurial team behavior characteristics on the relationship between cognition characteristics and venture performance. The research results are the expansion of research on entrepreneurial teams as well as the important reference for entrepreneurial team management and behavioral practice.

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.

The Contingent Effect of Team Composition on the Performance of Entrepreneurial Teams

2019 ◽  
pp. 654-680
Author(s):  
Serghei Musaji ◽  
Julio De Castro
Keyword(s):  
Future Research ◽  
Team Composition ◽  
Team Members ◽  
Team Diversity ◽  
Entrepreneurial Teams ◽  
Knowledge Based ◽  
Fertile Ground ◽  
Active Debate ◽  
And Performance ◽  
The Relationship

Despite the continuous interest in studying entrepreneurial teams, the relationship between team composition and, particularly, team diversity and performance remains fertile ground for active debate. Taking roots in the knowledge-based view and organizational learning literatures, this chapter argues that performance in entrepreneurial teams is contingent on (a) the overlap between team members’ knowledge/competences and the content of the performed tasks, (b) the duplication of the team members’ knowledge in the areas with that content, (c) the nature of tasks (exploration or exploitation), (d) the team’s flexibility to adapt to changes in the content and nature of those tasks, and (e) the rate of environmental change. Because an important source of ambiguity in the understanding of how team diversity and performance are linked ties to issues of how team diversity is conceptualized and operationalized, the chapter also proposes a new way of looking at diversity in future research.

scholarly journals Exploring the drivers of tensions in social innovation management in the context of social entrepreneurial teams

2019 ◽  
Vol 57 (6) ◽  
pp. 1344-1361 ◽  
Author(s):  
Frédéric Dufays
Keyword(s):  
Social Entrepreneurship ◽  
Social Innovation ◽  
Innovation Management ◽  
Research Approach ◽  
Innovation Implementation ◽  
Content Type ◽  
Team Members ◽  
Entrepreneurial Teams ◽  
The Social ◽  
Entrepreneurial Team

Purpose The purpose of this paper is to identify tensions that are emerging in the invention and implementation of social innovation by social entrepreneurial teams and highlights elements that influence the type of tension encountered. Design/methodology/approach Four cases are selected theoretically, studied individually, and compared to one another to identify tensions and patterns of tensions. Findings The findings reveal the predominant tensions related to goals and identity during social innovation invention and those related to time and knowledge during social innovation implementation. The size of the entrepreneurial team, the nature of the social innovation, and the interest orientation – that is, the overlap between entrepreneurial team members and beneficiaries – are found to play a role in the type of tensions encountered and their content. Research limitations/implications The chosen research approach limits the generalizability of the research results. Replication in other settings and with other types of social innovation is therefore encouraged. Originality/value In contrast to most existing studies, this research focuses on nascent social innovation projects borne by teams. It proposes that social-business tensions are not necessarily predominant in social innovation management. It suggests the importance of interest orientation as an underestimated factor in the study of social entrepreneurship.

Cultural values, entrepreneurial team structure and performance of SMEs

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Bashokuh-E-Ajirloo ◽  
Bahman Khodapanah ◽  
Mehdi Alizadeh ◽  
Mehdi Ebrahimzadeh
Keyword(s):  
Cultural Values ◽  
Team Performance ◽  
Discriminant Validity ◽  
Content Type ◽  
Team Members ◽  
Team Structure ◽  
Entrepreneurial Teams ◽  
Reliability Indicator ◽  
Entrepreneurial Team ◽  
And Performance

PurposeThe main objective of this study is to explain the relationship between members' cultural values on structure and performance of the entrepreneurial teams that located in Tehran.Design/methodology/approachData used in this study are collected by a questionnaire distributed among managers and other executive members of SMEs located in Tehran. One hundred and thirty-nine participants completed the questionnaires, and their responses were analyzed using partial least squares technique. Measures showed good convergent and discriminant validity. Furthermore, Cronbach's alpha, as reliability indicator for all measures, is at the acceptable level.FindingsResearch finding shows that all hypothesis supported in Iran contex. Entrepreneurial team members' cultural values have positive and significant effect on the entrepreneurial team structure. Entrepreneurial team members' cultural values have significant effect on the entrepreneurial team performance and also, the structure of the entrepreneurial team has a positive and significant effect on the entrepreneurial team performance.Originality/valueThese studies mostly focused on technical dimensions of entrepreneurial teams and overlooked the cultural values of their members.

scholarly journals Entrepreneurial Team Knowledge Diversity and Creativity: A Multilevel Analysis of Knowledge Sharing, Individual Creativity, and Team Creativity

2021 ◽  
Vol 12 ◽  
Author(s):  
Fei Hou ◽  
Yu Su ◽  
Mingde Qi ◽  
Lihua Wang ◽  
Qian Wang
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Academic Community ◽  
Multilevel Structural Equation Modeling ◽  
Equation Modeling ◽  
Team Creativity ◽  
Team Members ◽  
Entrepreneurial Teams ◽  
Knowledge Diversity ◽  
Entrepreneurial Team

Although the academic community has consistent with the key role of entrepreneurial team knowledge diversity (ETKD), which serves as a critical catalyst of creativity in organizations, the extant research on the link between knowledge diversity and creativity is mainly concerned with individual creativity in single-level analyses. With emerging entrepreneurial ventures increasingly relying on innovation enhancement in the form of teams, there is research motivation to explore how team-level creativity develops. In this sense, this study attempts to investigate the underlying mechanism through which ETKD is associated with team-level creativity. Through a multilevel mediation model, this study proposes that ETKD can facilitate team creativity (TC) sequentially transmitted through individual-level team members' knowledge sharing (KS) and creativity. Based on a survey of 252 team members from 42 entrepreneurial teams in China, multilevel structural equation modeling (MSEM) is applied to test the top–down relationship between ETKD and KS, as well as the bottom-up link between individual creativity and TC. The findings show that our hypotheses are supported. Our findings provide some of the first empirical evidence to examine how knowledge-based diversity of entrepreneurial teams facilitates TC potential by multilevel approach. Theoretical contributions and practical implications are also offered.

scholarly journals Development of a New Quantification Method Using Partial Volume Effect Correction for Individual Energy Peaks in 111In-pentetreotide SPECT/CT

2021 ◽  
Author(s):  
Kosuke Yamashita ◽  
Noriaki Miyaji ◽  
Kazuki Motegi ◽  
Takashi Terauchi ◽  
Shigeki Ito
Keyword(s):  
Case Studies ◽  
Quantitative Method ◽  
Volume Effect ◽  
Partial Volume Effect ◽  
Partial Volume ◽  
Quantification Method ◽  
Quantitative Accuracy ◽  
Energy Peak ◽  
The Relationship ◽  
Phantom Experiments

Abstract BackgroundSomatostatin receptor scintigraphy (SRS) using 111In-pentetreotide has no established quantification method. The purpose of this study was to develop a new quantitative method to correct the partial volume effect (PVE) for individual energy peaks in 111In-pentetreotide single-photon emission computed tomography (SPECT). MethodsPhantom experiments were performed to construct a new quantitative method. In the phantom experiments, a NEMA IEC body phantom was used. Acquisition was performed using two energy peaks (171 keV and 245 keV) on the SPECT/CT system. In the SPECT images of each energy peak, the region of interest was set at each hot sphere and lung insert, and the recovery coefficient (RC) was calculated to understand the PVE. A new quantitative index, the indium uptake index (IUI), was calculated using the RC to correct the PVE. The quantitative accuracy of the IUI in the hot sphere was confirmed. Case studies were performed to clarify the quantitative accuracy. In a case study, the relationship between the IUI and the Krenning score, which is used as a visual assessment, was evaluated for each lesion. ResultsThe obtained RCs showed that the energy peak at 171 keV was faster in recovering the effect of PVE than that at 245 keV. The IUI in the 17 mm diameter hot sphere was overestimated by 3.1% at 171 keV and underestimated by 0.5% at 245 keV compared to the actual IUI. In case studies, the relationship between IUI and Krenning score was rs = 0.805 (p < 0.005) at sum, rs = 0.77 (p < 0.005) at 171 keV, and rs = 0.84 (p < 0.005) at 245 keV.Conclusion We have developed a new quantification method for 111In-pentetreotide SPECT/CT using RC-based PVE correction for an individual energy peak of 171 keV. The quantitative accuracy of this method was high even for accumulations of less than 20 mm, and it showed a good relationship with the Krenning score; therefore, the clinical usefulness of IUI was demonstrated.

How shared leadership and team personality composition interact to improve entrepreneurial team performance

2017 ◽  
Vol 24 (3) ◽  
pp. 426-445 ◽  
Author(s):  
Wencang Zhou ◽  
Yanli Zhang ◽  
Yali Shen
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Team Effectiveness ◽  
Emotional Stability ◽  
Openness To Experience ◽  
Content Type ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Team ◽  
Team Personality ◽  
The Relationship

Purpose The purpose of this paper is twofold: first, to explore the contingency effects of personality composition on the shard leadership and entrepreneurial team performance relationship and second, to examine different contingency effects that team personality mean score and team personality diversity have on the shared leadership – entrepreneurial team performance relationship, using the person-team fit theory and the Big-5 framework. Design/methodology/approach The sample consisted of 200 entrepreneurial teams in a technology incubator founded in 2009 in eastern China. Data were collected through an online survey. Findings Team conscientiousness level and team openness to experience diversity were found to interact with shared leadership to influence team effectiveness in a supplementary way, such that the relationship between shared leadership and team effectiveness will be stronger when the team’s mean score on conscientiousness level is high and diversity score on openness to experience is low. Another finding from this study is that team diversity scores on emotional stability and agreeableness interact with shared leadership in a complementary way; that is, the higher the diversity score, the better influence shared leadership has on team effectiveness. Practical implications First, this study provides policy implications for government agencies, foundations, and universities who provide support for start-ups in incubators. These institutions should know the importance of entrepreneurial team composition and team process to start-up performance and should provide entrepreneurial teams support in team development. Second, the study provides entrepreneurs with implications regarding team member selection. Originality/value This is one of the first papers to study the interaction between personality composition and shared leadership and its impact on new venture performance. These findings advance the literature on moderators of shared leadership by demonstrating that team personality composition on conscientiousness, openness to experience, emotional stability, and agreeableness moderates the relationship between shared leadership and entrepreneurial team performance.

scholarly journals The Structure of Entrepreneurial Team Members’ Competencies: Between Effectuation and Causation

2020 ◽  
Vol 10 (11) ◽  
pp. 337
Author(s):  
Katarzyna Stankiewicz ◽  
Michał T. Tomczak ◽  
Paweł Ziemiański ◽  
Beata Krawczyk-Bryłka
Keyword(s):  
Factor Analysis ◽  
Internal Structure ◽  
Quantitative Study ◽  
Survey Method ◽  
Team Members ◽  
Entrepreneurial Teams ◽  
Relevant Element ◽  
Entrepreneurial Team ◽  
Competence Structure ◽  
Causal Approach

A conscious shaping of entrepreneurial competence is a relevant element of entrepreneurial education. In order to recognize which of the competencies regarded as entrepreneurial are characteristic of members of entrepreneurial teams, which is crucial for the work of those teams, it is necessary to identify the structure of those competencies. This quantitative study was conducted with the use of a survey method and involved 111 entrepreneurs working within 48 entrepreneurial teams. The main objective of the research was to verify the compliance of entrepreneurial competence with the effectual vs. causal approach, which would allow us to answer the question regarding which of these approaches characterizes entrepreneurs to a greater extent. This study aimed to examine which entrepreneurial competencies characterize entrepreneurs working in entrepreneurial teams, to verify them with the effectual vs. causal approach, and to define their internal structure. The results of this research revealed that the competencies related to the effectual approach are indicated to more frequently and strongly characterize the surveyed entrepreneurs. Additionally, an exploratory factor analysis enabled the identification of three main, internally consistent groups of elements forming the competence structure of the surveyed entrepreneurs. Our results may be used in the development and modernization of curricula and courses in entrepreneurship education.

Involvement in Knowledge–Acquisition Activities by Venture Team Members and Venture Performance

2009 ◽  
Vol 33 (3) ◽  
pp. 571-592 ◽  
Author(s):  
Gaylen N. Chandler ◽  
Douglas W. Lyon
Keyword(s):  
Organizational Learning ◽  
Knowledge Acquisition ◽  
Management Teams ◽  
Task Environment ◽  
Team Members ◽  
Venture Performance ◽  
Addition Task ◽  
The Relationship

This research uses concepts of organizational learning to analyze knowledge acquisition by management teams in emerging firms. Involvement in ongoing knowledge–acquisition activities is positively and significantly related to venture performance. In addition, task environment dynamism is a positive moderator of the relationship between involvement in knowledge–acquisition activities and venture performance.

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