Entrepreneurial Teams as Determinants of of New Venture Performance

2014 ◽  
Author(s):  
Michael D. Ensley
Keyword(s):  
New Venture ◽  
Venture Performance ◽  
Entrepreneurial Teams ◽  
New Venture Performance

How Shared Leadership in Entrepreneurial Teams Influences New Venture Performance: A Moderated Mediation Model

2020 ◽  
Vol 27 (4) ◽  
pp. 406-418
Author(s):  
Zhicheng Chen ◽  
Zhi Chen ◽  
Yunjiang Yu ◽  
Shenglan Huang
Keyword(s):  
Shared Leadership ◽  
Moderated Mediation ◽  
Boundary Spanning ◽  
New Venture ◽  
Mediation Model ◽  
Venture Performance ◽  
Entrepreneurial Teams ◽  
Indirect Influence ◽  
Moderated Mediation Model ◽  
New Venture Performance

While there is a burgeoning trend to recognize leadership as an important enabler of new venture development and growth, scant research has explored the performance mechanisms of shared leadership in the entrepreneurial context. Based on the information processing perspective, we propose a moderated mediation model to examine how shared leadership in entrepreneurial teams advance new venture performance by identifying team reflexivity as a pivotal mediator and team boundary spanning as a crucial contingency. The data set from a cross-industry sample of 94 entrepreneurial teams indicated that shared leadership exerts a positive indirect influence on new venture performance via team reflexivity; and team boundary spanning moderates such indirect influence. Finally, how our findings contribute to the entrepreneurship, leadership, team research, and managerial practice are discussed.

scholarly journals Entrepreneurial alertness and new venture performance: Facilitating roles of networking capability

2018 ◽  
Vol 36 (5) ◽  
pp. 453-472 ◽  
Author(s):  
Samuel Adomako ◽  
Albert Danso ◽  
Nathaniel Boso ◽  
Bedman Narteh
Keyword(s):  
New Ventures ◽  
Policy Implications ◽  
New Venture ◽  
Primary Data ◽  
Entrepreneurial Alertness ◽  
Venture Performance ◽  
Ability To Act ◽  
Business Networking ◽  
Sub Saharan ◽  
New Venture Performance

An ability to act upon an entrepreneurial opportunity is a major driver of new venture success. However, scholarly knowledge is limited on how and when entrepreneur alertness to entrepreneurial opportunities drives new venture success. This article addresses this gap arguing that variations in new venture performance are a function of levels of entrepreneurial alertness and networking capabilities. Using primary data gathered from 203 new ventures operating in a sub-Saharan African economy, Ghana, we find that increases in the levels of entrepreneurial alertness are related to increases in new venture performance. Additionally, we find that, under conditions of increased use of social and business networking capabilities, the potency of entrepreneurial alertness as a driver of new venture success is amplified. Theoretical, managerial and policy implications of these findings are discussed.

Incubator networks and new venture performance: the roles of entrepreneurial orientation and environmental dynamism

2020 ◽  
Vol 27 (5) ◽  
pp. 727-747
Author(s):  
Wenqing Wu ◽  
Hongxin Wang ◽  
Fu-Sheng Tsai
Keyword(s):  
Entrepreneurial Orientation ◽  
New Ventures ◽  
Mediating Effect ◽  
New Venture ◽  
Environmental Dynamism ◽  
Content Type ◽  
Venture Performance ◽  
The Relationship ◽  
Moderating Role ◽  
New Venture Performance

PurposeThis study analyses the relationship between the networks of business incubators (BIs) and new venture performance. It proposes an integrated model for identifying the influence of BIs' internal and external networks on new venture performance through the entrepreneurial orientation (EO) and environmental dynamism.Design/methodology/approachThe study uses multiple regression analysis on a sample of 205 new ventures in Chinese BIs.FindingsBoth the internal and external networks of BIs positively affect new venture performance and EO has a mediating effect in this relationship. Environmental dynamism plays a positive moderating role in the relationship between BIs' internal and external networks and EO.Practical implicationsBased on the results of this study, incubator managers should focus on creating internal and external networks and leveraging network embeddedness to influence new venture performance. Further, new ventures should focus on strengthening their EO and fully consider the impact of environmental dynamism on EO implementation.Originality/valueTo address the research gaps in understanding how BI networks can support new venture growth, this study integrates BIs' internal and external networks and explores their impacts on new venture performance using co-production theory and the resource-based view. It thus opens the black box on how BI's networks affect performance from the EO perspective. Moreover, this study fully clarifies chain relationships by identifying and analysing the moderating role of environmental dynamism.

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