Entrepreneurial team formation and evolution in technology ventures: Looking beyond the top management team

Entrepreneurial team formation and evolution in technology ventures: Looking beyond the top management team

By Ayna Yusubova, Petra Andries & Bart Clarysse

Originally published online: 15 Nov 2019

ABSTRACT

Drawing on a stage-based and knowledge-based view, this study investigates the process of team evolution in technology ventures, paying attention to top managers and other team members. In-depth analysis of six cases shows that team evolution is linked to the changing knowledge needs technology ventures face when proceeding through different development stages. In each stage, they add (1) complementary or (2) more of the same knowledge to their existing knowledge base by hiring top managers as well as non-top management employees, and redirect team members whose knowledge is no longer crucial. In particular, the study highlights the crucial role of non-top management employees for technology ventures’ development.

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“Jack-of-all-trades” with passion: Keener to pursue startup in a team?

“Jack-of-all-trades” with passion: Keener to pursue startup in a team?

By Yingzhao Xiao,Marta K. Dowejko, Kevin Au & Anna J. C. Hsu

Originally published online: 13 Nov 2019

ABSTRACT

This study tests the thesis of the “jack-of-all-trades” – whether individuals with a variety of skills are more likely to pursue entrepreneurship – at the early stage of venture formation. We also investigate if entrepreneurial passion would heighten the effect of a variety of skills to make would-be entrepreneurs keener to pursue the startup process and form new venture teams. Taking advantage of a 10-month entrepreneurship training project, we tested our propositions with a longitudinal sample of 215 participating waged employees. The findings show that skill variety positively influenced participants to form teams for new venturing in the program, and such effect was stronger among passionate individuals. Implications of the findings for human capital theory and entrepreneurial practice are discussed.

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Satisfaction of entrepreneurs: A comparison between founders and family business successors

Satisfaction of entrepreneurs: A comparison between founders and family business successors

By Giancarlo Lauto, Daniel Pittino & Francesca Visintin

Originally published online: 13 Nov 2019

ABSTRACT

Although a substantial body of literature compares the job satisfaction of employees to that of the self-employed, scholars rarely take into account the heterogeneity of the latter population. We compare the level and the drivers of job satisfaction of founders and successors in family businesses. Building on the notion of procedural utility, which entails the gratification that individuals experience in the process of performing a task, we find that job satisfaction and perceived discretion in decision making is lower for successors. We also find that perceived discretion fully mediates the relationship between mode of entry into entrepreneurship and job satisfaction.

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From pedagogy to andragogy: Assessing the impact of social entrepreneurship course syllabi on the Millennial learner

From pedagogy to andragogy: Assessing the impact of social entrepreneurship course syllabi on the Millennial learner

By Jeffrey J. McNally, Panagiotis Piperopoulos, Dianne H. B. Welsh,Thomas Mengel, Maha Tantawy & Nikolaos Papageorgiadis

Originally published online: 13 Nov 2019

ABSTRACT

Although course syllabi serve a variety of important roles in higher education contexts, they are largely overlooked in management education research. We propose that educators can influence the attitudes of learners toward their courses through the andragogical design of learner-centered syllabi, before they even meet with their students in class. We review social entrepreneurship syllabi from universities from around the world. Our findings demonstrate that, over time, there has been a move from instructor-oriented to more learner-centered teaching philosophies. Further, we demonstrate that educators can influence the attitudes of learners toward their courses before classes even begin. Implications for entrepreneurship education theory and practice are discussed.

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The potential of internal social capital in organizations: An assessment of past research and suggestions for the future

The potential of internal social capital in organizations: An assessment of past research and suggestions for the future

By Valeriano Sanchez-Famoso, Amaia Maseda, Txomin Iturralde, Sharon M. Danes & Gloria Aparicio

Originally published online: 13 Nov 2019

ABSTRACT

This study’s purpose was to synthesize the structure and content of the internal social capital (ISC) literature within business management refereed journals from 1989 to 2017 and to propose future directions for study. Performance indicators, bibliographic coupling, and content analysis were used to conduct the literature review. One hundred twenty-eight documents were organized in eight conceptual theme clusters addressing ISC’s definition, structure and behavioral dynamics, function of bonding, capacity building, and culture setting. The review also addressed performance enhancements and constraints that emanate out of ISC processes. In addition, it addressed the unique contextual ISC relevance of the family influence in family businesses. Gaps in the literature are discussed and a series of future research directions are posed for each of the eight thematic clusters that evolved from the literature review analysis.

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