Cultural values, entrepreneurial team structure and performance of SMEs

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.

Young Social Entrepreneurs and Social Challenges

The chapter is focused on social entrepreneurship and, after providing a comprehensive literature review on the topics, aims at providing evidence of the decision-making process of social entrepreneurs and of the strategies they implement by focusing on a single case study, namely “Parallelo.” Parallelo was founded in 2017 by four young Italian social entrepreneurs with the aim of promoting social inclusion of fragile categories and foreign people. Their “formula” is the “social lab” involving creative craftsmen that collaborate in the design and creation of sustainable products based on recyclable/discarded materials. By implementing a narrative approach, the case study is developed following step by step the social enterprise establishment and development. In doing so, the study aims at contributing to the social entrepreneurship field of research and at providing insights for practitioners about how decisions are made and strategies implemented within social entrepreneurial teams.

POLICIES OF DEVELOPING HUMAN RESOURCES FOR UNIVERSITY SPIN-OFFS TO MEET THE 4TH INDUSTRY REVOLUTION REQUIREMENTS

Creating University spin-offs (USOs) is considered one of the most effective ways to transfer scientific research results and promote national science and technology resources. However, several studies have identified factors limiting their growth: a lack of management skills among entrepreneurial teams. Therefore, human resources development in general and scientific and technological human resources, in particular, are the most critical factors to promote the development of USOs. This paper analyzes some general characteristics of human capital for USOs, finds some experiences to promote USOs' human resources development in China, and then gives some recommendations for USOs of Vietnam. Keywords: Human Resource Development, Entrepreneurship Development, University Spin-Offs.

The Startup Selection Process in Accelerators: Qualitative Evidence from Turkey

Startup selection is an essential mechanism of how accelerators create value. Through in-depth case studies of 10 accelerators in Turkey, our research explores the selection process in accelerators. Our findings indicate that accelerators overcome their context’s extreme uncertainty by involving various actors in the selection process and reducing the information asymmetries for investors and startups. Accelerators tend to select effortlessly coachable startups, willing to collaborate with accelerators, mentors, or other actors, and passionate enough to overcome the pressure of creating a business at a fast pace. Our research also exhibits that the selection process serves startups by directing and training them to transmit the right signals to receivers, primarily investors. Accelerators prefer to work with entrepreneurial teams that are coachable, passionate, and collaborative to vibrate the right signals. Similarly, the accelerators’ selection process helps investors by decreasing signaling noise and mitigate information asymmetry. By doing so, accelerators contribute to a well-functioning and more effective entrepreneurship ecosystem.

The influence of individual characteristics on getting involved in an entrepreneurial team: The contingent role of individualism

A traditional stereotype of the entrepreneur is that of a lone hero. However, many entrepreneurs engage in new businesses as members of entrepreneurial teams. These teams usually perform better in terms of employment generation, innovation, and profits. Thus, a relevant question is why some individuals get involved in entrepreneurship through a team rather than alone. Our explanation is focused on two variables related to the entrepreneur’s human capital: their educational level and their intrapreneurial experience. There are conflicting arguments on how these variables lead an entrepreneur to join a team, and we argue that the degree of individualism of the society helps us understand the discrepancies. We use a sample of 66,716 early-stage entrepreneurs from 66 countries surveyed by the Global Entrepreneurship Monitor between 2014 and 2017. Our results show that entrepreneurs with higher levels of education and intrapreneurial experience are more likely to be involved in the entrepreneurship process as members of teams. However, the effect of educational level is less pronounced in individualist contexts. In addition, we find that the motivation to enter entrepreneurship partially mediates these relationships, as individuals endowed with higher human capital are likely to enter entrepreneurship driven by an opportunistic motivation, which in turns makes them likely to need or join teams to reach their goals.

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

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.

Justice and Inclusion Mutually Cause Each Other

Justice should increase inclusion because just treatment conveys acceptance and enables social exchanges that build cohesion. Inclusion should increase justice because people can use inclusion as a convenient fairness cue. Prior research touches on these causal associations but relies on a thin conception of inclusion and neglects within-person effects. We analyze whether justice causes inclusion at the within-person level. Five waves of data were gathered from 235 college students in 38 entrepreneurial teams. Teams were similar in size, work experience, deadlines, and goals. General cross-lagged panel models indicated that justice and inclusion had a reciprocal influence on each other. A robustness check with random-intercept cross-lagged models supported the results. In the long run, reversion to the mean occurred after an effect decayed, suggesting that virtuous or vicious cycles are unlikely. The results imply that maintaining overall justice at the peer-to-peer level may lead to inclusion.

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

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.