Search results
1 – 10 of over 17000Fan‐qi Zeng, Xiang‐zhi Bu and Li Su
The purpose of this paper is to find the characteristic of entrepreneurial process for the student in free enterprise (SIFE) team in China, and to provide theoretical guidance for…
Abstract
Purpose
The purpose of this paper is to find the characteristic of entrepreneurial process for the student in free enterprise (SIFE) team in China, and to provide theoretical guidance for the entrepreneurial process of SIFE student team through a new Timmons model.
Design/methodology/approach
Taking an entrepreneurial project of Shantou University SIFE team as example, a Timmons model was proposed describing the SIFE student team entrepreneurial process based on the famous entrepreneurial process model established by Jeffry A. Timmons. The application value of the new Timmons model was proved by case analysis.
Findings
The paper summarized the main characteristics of the entrepreneurial model for the SIFE student team as: the nature of creation free enterprises, the excellent entrepreneurship networks, and the spirit of social entrepreneurship orientation. By case study, the paper proved the practical value of the new Timmons model by analysis of the key factors such as business opportunities, resources and entrepreneurial team, and their dynamic balance process.
Practical implications
The new model proposed in the paper will have theoretical value to provide a direction for student entrepreneurial practice, the analysis of the characteristics of the new model will also enrich the research on entrepreneurship theory.
Originality/value
This paper is the first research on SIFE student entrepreneurial process in China. In the past two years, the authors observed dozens of successful worldwide SIFE students' practical projects, but few of them appeared in the literature. It is hoped that this paper can offer some constructive advice to the entrepreneurial process of the SIFE student team and enrich the theory of general entrepreneurial education.
Details
Keywords
Sara Maryami, Michela Loi, Marcello Martinez and Maria Chiara Di Guardo
Drawing on the Broaden-and-build theory, the study investigates the impact of team entrepreneurial passion (TEP) on team performance. This study further examines the mediating…
Abstract
Purpose
Drawing on the Broaden-and-build theory, the study investigates the impact of team entrepreneurial passion (TEP) on team performance. This study further examines the mediating role of team cooperation between TEP and team performance. Thus, by expanding the conceptual model of TEP, the authors examine how three domains of TEP, namely inventing, founding and developing affect the entrepreneurial outcomes in the early stages of entrepreneurship.
Design/methodology/approach
Survey data were collected from 29 entrepreneurial teams, and the proposed relationships were assessed through Smart-PLS 3.2.8 structural equation modeling (SEM) tool.
Findings
Regarding the domains of TEP, the authors' findings show that the TEP for inventing is positively related to team performance. As for the influences of TEP for inventing and TEP for developing, both are the most beneficial for entrepreneurial outputs, such as team members' abilities to recognize and exploit opportunities.
Originality/value
Although there is an increased scholars' interest in entrepreneurial passion, there is a lack of research that examines the enabling factors and outcomes of entrepreneurial passion at the team level. This study is among the earliest research studies that not only empirically explores the relationships between TEP and team performance but also illustrates how each domain of TEP uniquely influences entrepreneurial outcomes by extending existing studies on entrepreneurial passion.
Details
Keywords
The current study, which is based on social learning theory and social cognitive theory, intends to investigate the impact of entrepreneurial leadership on employee creativity at…
Abstract
Purpose
The current study, which is based on social learning theory and social cognitive theory, intends to investigate the impact of entrepreneurial leadership on employee creativity at both the individual and team levels. In particular, the authors predict a mediating mechanism at both levels: employees’ entrepreneurial self-efficacy. Further, the authors consider whether the climate of support for innovation is a contextual element affecting the relationship between employees’ perceptions of entrepreneurial leadership and their own entrepreneurial self-efficacy.
Design/methodology/approach
The research hypotheses were tested using multilevel structural equation modeling on 191 employees nested in 49 entrepreneurial ventures in China.
Findings
The results indicated that entrepreneurial leadership positively correlates with employee creativity at individual level. Moreover, this study found that individual followers’ entrepreneurial self-efficacy partially mediates the association between individual perceptions of entrepreneurial leadership and employee creativity, whereas team members’ entrepreneurial self-efficacy fully mediates the association between team members’ perceptions of supervisors’ entrepreneurial leadership and employee creativity. Further, this research demonstrates the role of team-level climate of support for innovation as a boundary condition that strengthens the effect of entrepreneurial leadership on individual entrepreneurial self-efficacy.
Originality/value
Considering entrepreneurial self-efficacy to be a type of entrepreneurial context-specific self-efficacy, this study presents one of the first empirical examples of the mediating function of entrepreneurial self-efficacy in the association between entrepreneurial leadership and employee creativity. Additionally, this research demonstrates the role of team-level climate of support for innovation as a boundary condition that strengthens the effect of entrepreneurial leadership on individual entrepreneurial self-efficacy. Further, this study provides a methodological contribution by simultaneously assessing all three variables of the mediation process at the individual and team levels: entrepreneurial leadership, entrepreneurial self-efficacy and employee creativity.
Details
Keywords
Florian Kirschenhofer and Christian Lechner
This paper aims to focus on the role of team and entrepreneurial experience for firm performance of serial entrepreneurs in the multi‐media industry.
Abstract
Purpose
This paper aims to focus on the role of team and entrepreneurial experience for firm performance of serial entrepreneurs in the multi‐media industry.
Design/methodology/approach
The research assumes that serial entrepreneurs have certain advantages over novice entrepreneurs, such as the development of effective start‐up teams and entrepreneurial experience effects. Disadvantages, however, are also mentioned in the literature, and these are assumed to out‐balance the advantages, leading to mixed research findings. The hypotheses are tested on a sample of 52 European multimedia companies.
Findings
The results show a positive impact of relevant entrepreneurial experience and evidence both team advantages as well as disadvantages. Team diversity had a positive impact on performance while the extent of repeated partnerships (or relative team stability) had a negative impact on performance. Moreover, entrepreneurial experience helps to build better diverse teams but has no impact on repeated partnerships.
Research limitations/implications
The degree of experience of serial entrepreneurs in the same industry matters, and suggests that more experience is better. The findings challenge a general assumption about serial entrepreneurs: that the building of superior teams creates performance differences. Team diversity drives performance and the study could also show that habitual entrepreneurs are better in building diverse teams (through a positive moderation of team diversity by entrepreneurial experience). However, relying heavily on previous partners is counter‐productive. Limitations of this study are due to self‐reported data, small sample size and survivor bias.
Practical implications
Entrepreneurs need to focus on opportunities and resource needs linked to these opportunities, and use their experience to build stronger teams but to resist the temptation of replicating perceived past success formula by over‐relying on previous partners. The latter is also important for stakeholders in the entrepreneurial venture.
Originality/value
This paper tests various assumptions and propositions about serial entrepreneurship that are rarely based on sound evidence. The role of entrepreneurial experience to build better diverse teams and the role of repeated partnerships constitute an original contribution to habitual entrepreneurship research.
Details
Keywords
Mohammad Bashokuh-E-Ajirloo, Bahman Khodapanah, Mehdi Alizadeh and Mehdi Ebrahimzadeh
The 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.
Abstract
Purpose
The 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/approach
Data 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.
Findings
Research 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/value
These studies mostly focused on technical dimensions of entrepreneurial teams and overlooked the cultural values of their members.
Details
Keywords
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…
Abstract
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.
Details
Keywords
Zhipeng Zhang, Li Zhu, Gong Chen, Lu Shang, Qiuyun Zhao and Feng Ren
Existing studies mostly rely on the static characteristics of team members, and there is still a lack of empirical investigation on how entrepreneurial team members make decisions…
Abstract
Purpose
Existing studies mostly rely on the static characteristics of team members, and there is still a lack of empirical investigation on how entrepreneurial team members make decisions through dynamic team process and how team members’ cognition influences team decision-making. The purpose of this study is to validate how entrepreneurial team heterogeneity affects team decision-making performance from the perspective of dynamic team process.
Design/methodology/approach
Drawing on the theory of input-process-output model, this study proposed and examined the mediating role of team interaction as well as the moderating role of proactive socialization tactics in the relationship between entrepreneurial team heterogeneity and decision-making performance. Based on a sample of 162 entrepreneurial teams that include pairing superiors and subordinates, hierarchical regressions and moderated mediation tests were used to test the hypotheses.
Findings
The research results show that the heterogeneity of entrepreneurial teams is positively correlated with both team interaction and decision-making performance. Team interaction plays a mediating role between entrepreneurial team heterogeneity and decision-making performance; information seeking of proactive socialization tactics moderates the impact of entrepreneurial team heterogeneity on team interaction.
Originality/value
Contributing to the literature on entrepreneurial team decision-making performance, this study identifies that proactive socialization tactics with a high level of information seeking can help entrepreneurial team members respond to environmental and organizational changes more effectively during team development and increase the effectiveness of team interaction. This finding helps us better understand the mechanism and context under which entrepreneurial heterogeneity may enhance the team’s decision-making performance.
Details
Keywords
Mark T. Schenkel and Gary Garrison
The purpose of this paper is to explore the role various forms of social capital play in the performance of entrepreneurial teams in a virtual context.
Abstract
Purpose
The purpose of this paper is to explore the role various forms of social capital play in the performance of entrepreneurial teams in a virtual context.
Design/methodology/approach
The relationships between various social capital dimensions – i.e. relational capital, cognitive capital, entrepreneurial orientation and team‐efficacy – and entrepreneurial team performance are investigated. Students in an upper division course were assigned to a project team in which they consulted with a company and collaborated virtually among team members to develop a database to add value to an existing company's operations. Respondents’ perceptions of team social capital were measured via an online survey. Team performance was evaluated independently by course instructors.
Findings
Results reveal that the perceptions of social capital in the form of relational capital, cognitive capital and entrepreneurial orientation are significantly positive predictors of team‐efficacy. Moreover, team‐efficacy is a strong positive predictor of entrepreneurial team performance in a virtual context. Implications for theory and practice are discussed.
Originality/value
This study makes three contributions to entrepreneurship research. First, it extends previous theory by systematically identifying the influence of a number of social capital dimensions as antecedents to entrepreneurial team performance. Second, empirical results extend our understanding of the impact of social capital by highlighting the distinction between social capital as a static and dynamic resource. The third contribution of this study is our explicit focus on how social capital resources might be identified and strategically leveraged in contemporary (e.g. virtual) contexts.
Details
Keywords
Ming-Huei Chen, Yu-Yu Chang and Yuan-Chieh Chang
Cognition, conflict and cohesion constitute an inseparable body of group dynamics in entrepreneurial teams. There have been few studies of how entrepreneurial team members…
Abstract
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.
Details
Keywords
Yi Li, Feng Wei, Siyue Chen and Yushan Yan
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…
Abstract
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.
Details