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Entrepreneurial Teams (entrepreneurial + team)
Selected AbstractsInterdisciplinary Heterogeneity as a Catalyst for Product Innovativeness of Entrepreneurial TeamsCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2007Daniel Henneke Although more and more ventures are successfully founded by entrepreneurial teams, the specific benefits of the team-based founding approach have received little attention in extant empirical studies. This study explores the relationship between the level of interdisciplinary heterogeneity in entrepreneurial teams and the level of product innovativeness in high-tech ventures. It is proposed that an interdisciplinary new venture team composition impacts the quality of the strategic planning process (scanning activities, planning openness) and thereby indirectly shapes product innovativeness. The hypotheses are investigated using data from a sample of Canadian high-tech ventures. The findings provide support for the proposed relationship between team heterogeneity, strategic planning and product innovativeness. Venture capitalists, university faculty and incubator institutions are therefore well advised to direct their attention towards fostering a heterogeneous composition of founding teams. [source] The Role of Human Capital in Technological EntrepreneurshipENTREPRENEURSHIP THEORY AND PRACTICE, Issue 6 2007Mike Wright This special issue addresses the role that the human capital characteristics of individuals and teams play in the complex process of technological entrepreneurship. In this article, we position the special issue on human capital and technology-based entrepreneurship within the literatures concerning academic entrepreneurship, technology transfer and innovation, and corporate spin-offs. We summarize the articles in the special issue and also outline a research agenda at the firm, entrepreneurial team, and individual entrepreneur levels. Finally, we discuss managerial and policy implications. [source] Interdisciplinary Heterogeneity as a Catalyst for Product Innovativeness of Entrepreneurial TeamsCREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2007Daniel Henneke Although more and more ventures are successfully founded by entrepreneurial teams, the specific benefits of the team-based founding approach have received little attention in extant empirical studies. This study explores the relationship between the level of interdisciplinary heterogeneity in entrepreneurial teams and the level of product innovativeness in high-tech ventures. It is proposed that an interdisciplinary new venture team composition impacts the quality of the strategic planning process (scanning activities, planning openness) and thereby indirectly shapes product innovativeness. The hypotheses are investigated using data from a sample of Canadian high-tech ventures. The findings provide support for the proposed relationship between team heterogeneity, strategic planning and product innovativeness. Venture capitalists, university faculty and incubator institutions are therefore well advised to direct their attention towards fostering a heterogeneous composition of founding teams. [source] Social networks and a new venture's innovative capability: the role of trust within entrepreneurial teamsR & D MANAGEMENT, Issue 3 2008Ming-Huei Chen This paper examines the effects of social networks and trust on a new venture's innovative capability. The concept of social networks is studied as the configuration of internal and external social networks for entrepreneurial team members. This study collected information about 112 technology-based entrepreneurial teams from the 65 research-based incubators in Taiwan. The results indicate that both internal and external social networks have marginally positive impacts on a new venture's innovative capability, and trust within the entrepreneurial teams is found to be as important a moderator for the relationship between external social networks and innovative capability. Moreover, results reveal that a higher level of trust between entrepreneurial team members can reduce the external social networks spanning the boundaries of the new venture and therefore may cause a ,not invented here' syndrome which will reduce its innovative capability. [source] | ||||||||||