Session 57

Entrepreneurial teams

Track K

Date: Tuesday, October 6, 2015

 

Time: 17:30 – 18:45

Paper

Room: Director's Row H


Session Chair:

  • Ryan Angus, University of Utah

Title: A Dynamic Contextual Model of Diversity Impact on Performance in Entrepreneurial Teams

Authors

  • Serghei Musaji, IE University
  • Julio de Castro, IE Business School

Abstract: Despite the continuous evolution of the literature on entrepreneurial teams, the relationship between team diversity and performance still remains an interesting ground for an active debate leaving open the question how much similar or different should the team members be. Building on the theories of organizational learning, we construct a new integrative conceptual framework and contend that maximization of team performance relies on dynamically adapting diversity to performed type of task. We suggest that relationship between team diversity and performance is of a curvilinear nature and is contingent: on whether a team explores or exploits; on a team’s flexibility to adapt its diversity to provide best solutions to both types of tasks (ambidexterity); on intensity of learning (rate of knowledge change).

Title: The Dark Side of Prior Entrepreneurial Experience

Authors

  • Ryan Angus, University of Utah

Abstract: This paper examines whether the impact of prior entrepreneurship experience on subsequent entrepreneurial endeavors differs depending on whether the prior experiences resulted in success or failure. The paper uses a novel data set from the Google Play app store and uncovers a dark side to prior entrepreneurial experience. Past unsuccessful entrepreneurial experience is associated with worse performance outcomes. Moreover, the more entrepreneurs fail, the more likely they are to fail again–suggesting that learning from failure is difficult in risky, ambiguous, and uncertain entrepreneurial settings. The paper also finds that the negative effects of unsuccessful experiences outweigh the benefits of successful experiences. Given the high rate of entrepreneurial failure, prior entrepreneurship experience may therefore actually be more likely to harm, rather than aid, entrepreneurs’ efforts.

Title: The Double Edged Sword of Passion in Entrepreneurial Teams

Authors

  • Eva de Mol, VU University Amsterdam
  • Svetlana Khapova, VU University Amsterdam
  • Bart de Jong, VU University Amsterdam
  • Tom Elfring, VU University Amsterdam

Abstract: In this study we investigate how passion affects the performance of entrepreneurial teams. We propose a model that distinguishes different dimensions of passion and suggest that they differentially influence entrepreneurial team performance. Drawing on a unique data set composed of longitudinal archival and survey data collected on 81 entrepreneurial teams, we found support for the positive effect of team passion on team performance. Our results further show that the negative effect of team passion diversity on team performance is moderated by the degree of diversity in team member domain specific expertise. Overall these results indicate that the relation between passion and performance in venture teams is not straightforward and highlights the importance of including different dimensions of affective diversity in explaining team outcomes.

Title: TMT Improvisation, Resource Management, and Performance in SMEs: A Mediated Model

Authors

  • Roxana Turturea, Erasmus University-Rotterdam
  • Justin Jansen, Erasmus University Rotterdam
  • Ingrid Verheul, Erasmus University-Rotterdam

Abstract: Despite the benefits associated with improvisation, studies examining the effect of improvisation on organizational performance produced mixed results. This paper extends current research on improvisation, by exploring the underlying mechanisms through which TMT improvisation influences SME performance. More specifically, we direct attention to two resource management behaviors: bootstrapping and bricolage. We use a cross-industry sample of SMEs and find that TMT improvisation plays a fundamental role in how firms manage their resources; teams that score higher on improvisation make use of bricolage and bootstrapping to a greater extent. In turn, we find that bricolage has a positive effect on SME performance, whereas bootstrapping has a negative effect. TMT improvisation improves SME performance, through its indirect effect via entrepreneurial bricolage and decreases SME performance via bootstrapping.

All Sessions in Track K...

Sun: 08:00 – 09:15
Session 10: Entrepreneurship in Base-of-the-Pyramid Markets
Sun: 09:45 – 11:00
Session 11: Crowdfunding Research: Present and Future
Sun: 11:15 – 12:30
Session 12: Environmental Entrepreneurship: How and When do Entrepreneurs address Environmental Degradation?
Sun: 16:15 – 17:30
Session 50: Entrepreneurship and Institutional Environment
Sun: 17:45 – 00:00
Session 319: Entrepreneurship and Strategy Business Meeting
Mon: 08:00 – 09:15
Session 56: Family firms
Mon: 11:15 – 12:30
Session 119: Competition and entrepreneurial entry
Mon: 13:45 – 15:00
Session 53: New forms of entrepreneurial funding
Session 97: Accelerators, corporate VCs and new venture creation
Mon: 16:45 – 18:00
Session 59: Entrepreneurship in emerging markets
Session 98: Culture, institutions and entrepreneurship
Tue: 08:00 – 09:15
Session 54: Venture capital and angel financing
Session 118: Entrepreneurial orientation and strategic entrepreneurship
Session 217: Leadership and Governance in Family Firms
Tue: 11:00 – 12:15
Session 51: Academic entrepreneurship
Tue: 14:15 – 15:30
Session 58: Corporate VCs and spin-outs
Session 120: Creativity, knowledge spill overs and a venture's legitimacy
Tue: 15:45 – 17:00
Session 52: Entrepreneurial business models
Session 55: Entrepreneurship and cognitions
Tue: 17:30 – 18:45
Session 57: Entrepreneurial teams
Session 99: Governance and entrepreneurial finance


Strategic Management Society

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