scholarly journals INNOVATION MINDSET MODEL AT THE EARLY STAGE STARTUP WITH BERKELEY INNOVATION INDEX APPROACHED

2019 ◽  
pp. 57-70
Author(s):  
Sarika Fitri ◽  
Asri Pertiwi
Keyword(s):  
Personality Traits ◽  
Early Stage ◽  
Top Management Team ◽  
Management Team ◽  
First Year ◽  
Top Management ◽  
Quick Response ◽  
Validation Phase ◽  
New Ideas ◽  
Successful Innovation

Digital startups play an important role in the growth of the nation’s economy, but many startups fail within their first year due to lack of any new ideas. This paper concentrates to modeling innovation mindset of the founder to answer how can innovation mindset of founders be able to influence the propensity to innovate and what factors of which innovation mindset at the need to be possed by the founders to encourage personal innovation. In this research, the presenting data and the method used is descriptive qualitative. The unit analysis of this study were startups digital with minimum running at validation phase, early-stage and bootstrapping criteria and the informants were Top Management Team (TMT) level known as founder or co-founder who conveys optimism and consistently manage the resources for innovation that will lead to successful innovation. Data were collected by triangulation technique which is Berkeley Innovation Index (BII) questionnaire to measure innovation mindset index with 6 constructs- Trust; Belief; Resilience; Perfection; Diversity; Collaboration. Then, conduct a quick response statement, and the last is an interview-based on BII constructs. The result of this research produced the personality traits model, this model overview of how to get higher propensity to innovate at the early stage digital startup. As a conclusion from the model, it delivered 4 propositions about the propensity to innovate by individuals.

scholarly journals The Consensus of Strategic Consensus: A Study of the State of the Art about the Theme

2018 ◽  
Vol 17 (1) ◽  
pp. 76-92
Author(s):  
Marcelo Curth ◽  
Renata Araujo Bernardon ◽  
Guilherme Trez
Keyword(s):  
Research Methods ◽  
State Of The Art ◽  
Top Management Team ◽  
The State ◽  
Management Team ◽  
Top Management ◽  
Future Studies ◽  
Strategic Consensus ◽  
The Future ◽  
New Ideas

This paper aims to present the state of the art regarding the strategic consensus, emphasizing the approaches and the nature of the research methods used, the results obtained and the future agenda for this theme studies. Analyzing beyond the last four decades of publications, it was understood that relating the strategic consensus only with the performance and strategic levels can be seen as something limited, suggesting the need to bring to the researching field new aspects and backgrounds as innovation, the methods for generating new ideas, the occurrence beyond the Top Management Team level (TMT), among others. Moreover, concludes that the predominant approach the strategic consensus is a process and the methodology used is based on quantitative techniques. As a suggestion for future studies, this study indicates the investigation of situations in which the strategic consensus is not positive.

Personality traits of entrepreneurial top management team members and new venture performance

2019 ◽  
Vol 47 (7) ◽  
pp. 1-15 ◽  
Author(s):  
Shengli Dai ◽  
Yingchun Li ◽  
Wei Zhang
Keyword(s):  
Personality Traits ◽  
Organizational Performance ◽  
New Ventures ◽  
Top Management Team ◽  
Openness To Experience ◽  
Management Team ◽  
Mediating Effect ◽  
New Venture ◽  
Top Management ◽  
The Relationship

Management practitioners and leadership experts regard personality traits as important attributes of individual, team, and organizational performance. However, few scholars have studied the inner workings of the performance of a new venture as regards the personality traits of the entrepreneurial top management team (TMT). We investigated 156 entrepreneurial TMTs of new ventures in China's Optical Valley, and found that: (a) the entrepreneurial TMT's extraversion, agreeableness, conscientiousness, and openness to experience all have a positive impact on a new venture's performance, but neuroticism did not; (b) Knowledge integration had a partial mediating effect on the relationship between the TMT's extraversion, agreeableness, conscientiousness, and openness to experience and the performance of the venture; (c) A transformational leadership style of entrepreneurial TMT leaders was found to significantly moderate the relationship between the TMT's extraversion, conscientiousness, and openness to experience and the new venture's performance. The findings not only contribute to theories of entrepreneurial TMT, team personality composition, and knowledge management, but also have practical significance for improving the performance of new ventures.

scholarly journals Relationship between Personality and Learning Goal Orientation Preceding the First Employment

2021 ◽  
Vol 13 (6) ◽  
pp. 3003
Author(s):  
Maja Daraboš Longin ◽  
Domagoj Hruška ◽  
Vedrana Sedinić
Keyword(s):  
Personality Traits ◽  
Goal Orientation ◽  
Management Practices ◽  
Organizational Socialization ◽  
Early Stage ◽  
Work Settings ◽  
Learning Goal Orientation ◽  
Business Administration Students ◽  
New Ideas ◽  
Level Of Motivation

The purpose of this study is to explore the relation between personality traits and the level of aspiration to acquire new skills and improve one’s competence in the midst of first employment. Although with mixed results, previous studies indicated that personality attributes influence goal orientation, both in the school and work settings. However, there have not been any studies that have specifically analysed this relation in the context preceding the first employment. The results of this research, on a sample of last-semester business administration students of an esteemed mid-European university, indicate that prior to the first employment, two personality traits—openness to new ideas and disposition to negative emotions—influence the level of motivation to acquire knowledge and novel modes of action. Insight into the antecedents of an individual’s orientation towards increasing and developing competencies prior to the first employment is an important topic for organizations who have the imperative to develop more sustainable knowledge management practices in an early stage of organizational socialization.

Examining the pull, the push, and their simultaneous effects on managerial turnover

2020 ◽  
Vol 58 (12) ◽  
pp. 2639-2654 ◽  
Author(s):  
Yoonhee Choi ◽  
Namgyoo K. Park
Keyword(s):  
Top Management Team ◽  
The United States ◽  
Management Team ◽  
Top Management ◽  
Content Type ◽  
Economic Mechanism ◽  
Positive Effects ◽  
Psychological Mechanisms ◽  
Managerial Turnover ◽  
Psychological Mechanism

PurposeThis paper aims to examine the economic and psychological mechanisms in turnover at the managerial level. The paper investigates how (1) the ease of moving posed by alternative jobs (i.e. the economic mechanism) and (2) the desire to move due to low job satisfaction (i.e. the psychological mechanism) simultaneously influence top management team (TMT) turnover and these managers' subsequent job position and pay.Design/methodology/approachUsing 25 years of panel data on more than 2,000 top managers in the United States, the paper utilizes fixed-effects logistic regressions and the ordinary least squares model to test the hypotheses.FindingsThe authors find that CEO awards (an economic mechanism) and low compensation (a psychological mechanism) independently have positive effects on turnover. Turnover due to the economic mechanism leads to a higher position and pay, whereas turnover due to the psychological mechanism does not guarantee the same outcome. Further, when examining how pay dissatisfaction influences turnover simultaneously with CEO awards, the authors find that managers with the highest pay leave their firm, and not those with the lowest pay.Originality/valueThe paper employs the pull-and-push theory in the employee turnover literature and applies it to the top management team literature. By doing so, this paper contributes original insights to how economic and psychological mechanisms simultaneously affect managerial turnover and its subsequent outcomes.

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