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1 – 3 of 3Si Qian, Yinpu Zhang and Pengzhou Kuai
The purpose of this paper is to explore the effect of a team’s personality faultlines on entrepreneurial performance. Additionally, this paper verifies the moderating effect of…
Abstract
Purpose
The purpose of this paper is to explore the effect of a team’s personality faultlines on entrepreneurial performance. Additionally, this paper verifies the moderating effect of shared leadership on the connection between the two varies. The authors focus on the upper echelons theory and social identity theory as well as personality faultlines in entrepreneurial teams.
Design/methodology/approach
An online survey was conducted using data collected in China. Data from 618 members from 144 new venture teams were collected to examine the authors’ hypothesis.
Findings
The authors find a U-shaped relationship between the strength of entrepreneurial teams' personality-faultline and entrepreneurial performance. Additionally, shared leadership negatively moderates this U-shaped relationship. Specifically, when the entrepreneurial team has a high level of shared leadership, both the positive and negative relationships between the strength of the personality faultlines and entrepreneurial performance are weaker.
Originality/value
The research offers important theoretical and practical implications for the formation of entrepreneurial teams.
Details
Keywords
Andrew Maskrey and Allan Lavell
The interview traces the early discussions in the context of disasters as developmental failures.
Abstract
Purpose
The interview traces the early discussions in the context of disasters as developmental failures.
Design/methodology/approach
The transcript and video was developed in the context of a United Nations Office for Disaster Risk Reduction (UNDRR) project on the history of DRR.
Findings
The interview traces the development of disaster risk reduction discussions in different contexts such as “LA RED” network in Latin America.
Originality/value
The interview clearly highlights the need to not forget the early thoughts on vulnerability and disaster risk.
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Keywords
Carolina Rojas-Córdova, Julio A. Pertuze, Amanda Jasmine Williamson and Michael Leatherbee
Environmental uncertainty (EU) and firm size (FS) generate inertial forces that can push small and medium-sized enterprises (SMEs) to emphasize either exploration or exploitation…
Abstract
Purpose
Environmental uncertainty (EU) and firm size (FS) generate inertial forces that can push small and medium-sized enterprises (SMEs) to emphasize either exploration or exploitation. In this article, the authors explore how structural (e.g. formal processes, control and discipline) and social (e.g. employee support and decision-making involvement) managerial instruments counteract such inertial forces and enable SME ambidexterity. Building on the organization-context literature, the authors propose a model in which EU and firms' size moderate the relationship between structural and social managerial instruments on SME ambidexterity.
Design/methodology/approach
The authors examined a moderation model using surveys of chief executive officers (CEOs) and performance archival data from 237 Chilean SMEs.
Findings
The authors find that the positive effect of structure on SME ambidexterity decreases with FS. In contrast, social instruments have a positive effect on ambidexterity for larger firms, especially for those operating in uncertain environments. In cases in which EU and firms' size reinforce the exploration or exploitation tendencies of SMEs, structural and social instruments play a complementary role in achieving ambidexterity.
Originality/value
The authors contribute by proposing a contingent mix of structural and social instruments to enable SME ambidexterity. These results inform policymakers and SME managers by suggesting strategies to promote ambidexterity based on firms' size and EU.
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