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The purpose of this paper is to investigate a novel approach toward electromagnetic launch.

The field of linear electromagnetic acceleration aims at accelerating macroscopic masses (up to several kg) to speeds in excess of 2 km/s. This can be achieved using accelerators of the railgun type. The innovation of this work lies in the use of multiphase current instead of the classically used quasi-direct current (DC). The approach taken is to work out in a first step the potential performance of such a configuration, for example, by showing that a constant propulsive force can be realized. Next, the necessary changes for the system setup were carefully analyzed. Both the accelerator and the power supply have to be considerably modified with regard to the classical approach.

Thorough analysis of the electromagnetic behavior of the launcher including nonlinear effects lead to an innovative system design which is considered to be the main finding of the work presented here. Moreover, a prototype was build. The preliminary experimental results obtained are in very good agreement with corresponding simulations validating the underlying modeling approach.

For the purpose of this paper, power levels of only 450 kVA are considered. However, this research can be used to design more powerful devices in the future.

While DC powered railguns are modeled very well in a variety of papers, the use of multiphase alternating current is not very well discussed yet. It could be of value for launch scenarios, for which very high speeds are required such as the launch of micro satellites to space.

Research testing a complex process model, incorporating moderating and mediating mechanisms associated with virtual team (VT) performance, remains rare. This paper aims to introduce trust climate as a crucial boundary condition for high performance in VTs. It also aims to propose a moderated‐indirect model such that the relationship between team goals and task performance is mediated by task cohesion and the relationship between team goals and task cohesion is moderated by trust.

Hypotheses are tested using a longitudinal design with a sample of 50 teams.

The proposed moderated‐indirect model is confirmed. The model explains the indirect relationship between team goal setting and performance transmitted through task cohesion, which is dependent on the level of trust climate.

Although hypotheses were tested in a longitudinal setting, common source bias might be a potential problem for some of the observed relationships. Future research could build on this model for further investigations on more complex theoretical models for VT performance.

This research suggests that managers should emphasize the development of team trust at early stages of collaboration in a VT to reach high performance outcomes.

For VTs, trustful working environments should become even more important in the future, supporting team members' satisfaction in working in VTs.

Through this study, a complex process model for VTs was developed and trust climate established as a prominent context factor for VT success.

This paper aims to focus on the role of team and entrepreneurial experience for firm performance of serial entrepreneurs in the multi‐media industry.

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.

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.

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.

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.

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.