scholarly journals Founding Team Performance: Influences of Founding Team Diversity

2021 ◽  
Vol 21 (2) ◽  
Keyword(s):  
Team Performance ◽  
Team Diversity ◽  
Founding Team

scholarly journals Start-ups, job creation, and founder characteristics

2019 ◽  
Vol 28 (6) ◽  
pp. 1637-1672
Author(s):  
J David Brown ◽  
John S Earle ◽  
Mee Jung Kim ◽  
Kyung Min Lee
Keyword(s):  
Gender Gap ◽  
Financial Constraints ◽  
Team Size ◽  
Firm Age ◽  
Team Diversity ◽  
Graduate Degrees ◽  
Start Up ◽  
Founding Team ◽  
Firm Birth ◽  
Start Ups

Abstract Analyzing data on all US employers in a cohort of entering firms, we document a highly skewed size distribution, such that the largest 5% account for over half of cohort employment at firm birth and more than two-thirds at firm age 7. Analyzing linked survey-administrative data, we find that female, African–American, and younger founders are initially less likely to start large firms. The gender gap persists through firm age 7, while racial and age gaps do not. Education is positively associated with start-up size, except for graduate degrees. Prior entrepreneurship and founding team size are positively associated, but team diversity is not. Specifications with capital and industry controls illuminate roles of financial constraints and sectoral choice.

scholarly journals Impact of team diversity and conflict on project performance in Indonesian start-ups

2020 ◽  
Vol 13 (1) ◽  
pp. 155
Author(s):  
Budi Hartono ◽  
Luthfi Dzulfikar ◽  
Retno Damayanti
Keyword(s):  
Theoretical Model ◽  
Team Performance ◽  
Statistical Power ◽  
Project Performance ◽  
Partial Least Square ◽  
Least Square ◽  
Mediating Effect ◽  
Team Diversity ◽  
Cultural Aspects ◽  
Start Ups

Purpose: Grounded to social identity and information decision theories, the study develops and empirically verifies a fresh theoretical model on the possible mediating effect of emotional and task conflicts toward the associations between diversity (work, social, and ideology) and project performance.Design/methodology/approach: A survey was performed, and 68 Indonesian start-ups provided positive responses accounting for a 57.6% response rate. In total, 102 Indonesian project teams participated, and since multiple team members were inquired for respective teams, 395 individual respondents were involved. An aggregation protocol was utilized to compute team-level datasets. The partial least square (PLS) method was utilized for the main analysis.Findings: The findings suggest a detrimental effect of heightened ideology polarization towards team performance as mediated by emotional conflict. Moreover, work diversity positively affects task conflict, but it does not positively affect team performance. Possible moderating variables such as cultural aspects may lessen the impact.Research limitations/implications: The study offers an updated theoretical model which pertains to diversity, conflict and performance. It also offers unique empirical evidence to examine the theoretical propositions within the setting of Indonesian start-ups. The sample size is rather limited even though it is substantially larger than similar past studies. This could result in a relatively low statistical power.   Practical implications: It offers useful practical insights for start-ups to improve their project performance by looking at the intricate association between aspects of team diversity, conflict, and project success.Originality/value: This study extends the contemporary knowledge on diversity studies, by focusing on the project context of Indonesian start-ups.

The Effects of Team Diversity on Team Outcomes: A Meta-Analytic Review of Team Demography

2007 ◽  
Vol 33 (6) ◽  
pp. 987-1015 ◽  
Author(s):  
Sujin K. Horwitz ◽  
Irwin B. Horwitz
Keyword(s):  
Team Performance ◽  
Positive Impact ◽  
Future Research ◽  
Demographic Diversity ◽  
Research Issues ◽  
Team Diversity ◽  
Moderating Variables ◽  
Team Outcomes ◽  
Analytic Review ◽  
The Impact

Over the past few decades, a great deal of research has been conducted to examine the complex relationship between team diversity and team outcomes. However, the impact of team diversity on team outcomes and moderating variables potentially affecting this relationship are still not fully answered with mixed findings in the literature. These research issues were, therefore, addressed by quantitatively reviewing extant work and provided estimates of the relationship between team diversity and team outcomes. In particular, the effects of task-related and bio-demographic diversity at the group-level were meta-analyzed to test the hypothesis of synergistic performance resulting from diverse employee teams. Support was found for the positive impact of task-related diversity on team performance although bio-demographic diversity was not significantly related to team performance. Similarly, no discernible effect of team diversity was found on social integration. The implications of the review for future research and practices are also discussed.

scholarly journals The Resilient Organisation: A Meta‐Analysis of the Effect of Communication on Team Diversity and Team Performance

2019 ◽  
Vol 68 (4) ◽  
pp. 621-657 ◽  
Author(s):  
Hong Bui ◽  
Vinh Sum Chau ◽  
Marta Degl'Innocenti ◽  
Ludovica Leone ◽  
Francesca Vicentini
Keyword(s):  
Team Performance ◽  
Meta Analysis ◽  
Team Diversity

“Beyond Simple Explanations”

2020 ◽  
Vol 64 (2) ◽  
pp. 83-98
Author(s):  
Saskia Barnschen ◽  
Götz Walter ◽  
Ricarda Merkwitz
Keyword(s):  
Team Performance ◽  
Model Complexity ◽  
Organizational Level ◽  
Hierarchical Regression ◽  
Team Leaders ◽  
Moderating Effects ◽  
Demographic Diversity ◽  
Team Diversity ◽  
Sales Strategy ◽  
The Impact

Abstract. This study analyzed the impact of demographic diversity factors on team performance at a global manufacturing company. Existing company data were extracted for the functions of human resources (HR), information technology (IT), and sales strategy, resulting in a sample of 97 teams. A hierarchical regression analysis was conducted with team performance as the dependent variable. Independent variables were team size, organizational level, three team diversity factors (gender, nationality, age), and three attributes of the team leader (gender, age, grade). In addition, various moderation effects were included in the analysis. The model explained 32 % of the variance of team performance. The team diversity factors did not have any measurable effects, supporting the need for increasing model complexity. Four of the moderating effects reached significance, challenging existing stereotypes regarding diversity. The empirical findings illustrate the influence of team leaders’ attributes on team performance, as well as challenges of different degrees of team diversity.

scholarly journals How to Manage Diversity and Enhance Team Performance: Evidence from Online Doctor Teams in China

2019 ◽  
Vol 17 (1) ◽  
pp. 48 ◽  
Author(s):  
Xuan Liu ◽  
Meimei Chen ◽  
Jia Li ◽  
Ling Ma
Keyword(s):  
Team Performance ◽  
High Performance ◽  
Professional Knowledge ◽  
Secondary Data ◽  
Good Doctor ◽  
Team Diversity ◽  
Accurate Treatment ◽  
Treatment Plans ◽  
Online Reputation ◽  
The Impact

(1) Background: Traditional one-to-one online consultations with doctors often fail to provide timely and accurate treatment plans; consequently, creating cross-hospital and cross-regional teams has become a new pattern for doctors aiming to offer Internet medical services. Because the online doctor team is a new virtual organizational model, it remains to be explained and investigated. (2) Methods: Combining the information processing view and the social categorization view, this study takes the perspective of team diversity and empirically investigates the effect of team diversity on team performance. We consider four kinds of team diversity, including status capital diversity, decision capital diversity, online reputation diversity, and professional knowledge diversity, and we investigate how team composition from the diversity perspective affects online doctor team performance and how leader reputation moderates the effect of team diversity on team performance. We use secondary data from a leading online medical consultation platform in China (Good Doctor), and our research data include 1568 teams with a total of 5481 doctors. (3) Results: The results show that status capital diversity and decision capital diversity negatively affect team performance; diversity in terms of online reputation and professional knowledge positively affect team performance; and leader reputation moderates the impact of status capital diversity and online reputation on team performance. (4) Conclusions: Our study offers management suggestions on how to form a high-performance doctor team and provides advice for the future development of online doctor teams.

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