Building and Managing Great Teams: An Evidence-Based Approach

2019 ◽  
Vol 24 (4) ◽  
Author(s):  
Gergana Todorova
Keyword(s):  
Team Performance ◽  
Boundary Spanning ◽  
Evidence Based ◽  
Innovation Networks ◽  
Entrepreneurial Teams ◽  
Managerial Decisions ◽  
Team Motivation ◽  
New Business ◽  
Shared Ownership ◽  
Performance Literature

Efforts to initiate new startups rely heavily on teams and networks. Research demonstrates that 95 percent of the individuals trying to start a business involved others in helping build the new business. This article provides an overview of the team performance literature that can be used when making managerial decisions about building and managing successful entrepreneurial teams. I integrate and review prior research in three areas that have been disconnected previously: 1) innovation networks and teams; 2) team boundary spanning and internal processes; and 3) shared ownership and team motivation. The integration and review in this article provide new insights towards an evidence-based approach on managing entrepreneurial teams,

Cultural values, entrepreneurial team structure and performance of SMEs

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Bashokuh-E-Ajirloo ◽  
Bahman Khodapanah ◽  
Mehdi Alizadeh ◽  
Mehdi Ebrahimzadeh
Keyword(s):  
Cultural Values ◽  
Team Performance ◽  
Discriminant Validity ◽  
Content Type ◽  
Team Members ◽  
Team Structure ◽  
Entrepreneurial Teams ◽  
Reliability Indicator ◽  
Entrepreneurial Team ◽  
And Performance

PurposeThe main objective of this study is to explain the relationship between members' cultural values on structure and performance of the entrepreneurial teams that located in Tehran.Design/methodology/approachData used in this study are collected by a questionnaire distributed among managers and other executive members of SMEs located in Tehran. One hundred and thirty-nine participants completed the questionnaires, and their responses were analyzed using partial least squares technique. Measures showed good convergent and discriminant validity. Furthermore, Cronbach's alpha, as reliability indicator for all measures, is at the acceptable level.FindingsResearch finding shows that all hypothesis supported in Iran contex. Entrepreneurial team members' cultural values have positive and significant effect on the entrepreneurial team structure. Entrepreneurial team members' cultural values have significant effect on the entrepreneurial team performance and also, the structure of the entrepreneurial team has a positive and significant effect on the entrepreneurial team performance.Originality/valueThese studies mostly focused on technical dimensions of entrepreneurial teams and overlooked the cultural values of their members.

Mapping Innovation Networks

1998 ◽  
Vol 02 (02) ◽  
pp. 223-254 ◽  
Author(s):  
Steve Conway ◽  
Fred Steward
Keyword(s):  
Small Firm ◽  
Boundary Spanning ◽  
Technological Innovations ◽  
Innovation Networks ◽  
Network Configuration ◽  
Systematic Method ◽  
Firm Innovation ◽  
Award Winning ◽  
Discrete Innovation ◽  
Network Mapping

This paper outlines a detailed and systematic method for revealing and mapping out the network mobilised in the development of a discrete innovation. This is termed a focal action-set. Important to the utility of this approach has been the development of a set of conventions for the graphical expression of the network and its components: actors, links and flows. It is argued that the network graphic provides a powerful, though under-utilised, tool for the representation of relational data. It may be employed, for example, to reveal variations in network configuration and to highlight key networking or boundary-spanning actors. The network mapping approach is illustrated through three cases of small firm innovation drawn from a wider investigation of award-winning technological innovations. A comparison between the network maps show a variation in the key boundary-spanning interactions, which is related to the organisational background of the entrepreneurial actor.

Team leader’s conflict management styles and innovation performance in entrepreneurial teams

2020 ◽  
Vol 31 (3) ◽  
pp. 373-392 ◽  
Author(s):  
Jielin Yin ◽  
Muxiao Jia ◽  
Zhenzhong Ma ◽  
Ganli Liao
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Management Style ◽  
Innovation Performance ◽  
Paired Data ◽  
Content Type ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Activities ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to investigate how a team leader’s conflict management style (CMS) affects team innovation performance (TIP) in entrepreneurial teams using a team emotion perspective. Design/methodology/approach It is proposed in this study that team passion mediates the impact of team leader’s CMSs on team performance, which is further moderated by team emotional intelligence (TEI). Then this study collected paired data from 105 teams including 105 team leaders and 411 team members to test the proposed model. Findings The results show that a team leader’s cooperative CMS has a significant positive impact on TIP and team passion further mediates the relationship between the team leader’s CMSs and TIP. The results also show that TEI moderates the relationship between the leader’s CMSs and team passion. Originality/value This study helps enriches the literature of conflict management by exploring the mechanisms through which a team leader’s CMSs affect team performance in entrepreneurial activities, and the findings of this study highlight the important role of team passion in this process. In addition, this study integrates the research on conflict management and the research on team passion in entrepreneurial teams to provide a new perspective to explore the dynamic process of entrepreneurial activities, which sheds light on the investigation of the important implications of effective conflict management in the entrepreneurship.

scholarly journals Economic Globalization: New Insights into the Problem of Periodization

2021 ◽  
Vol 12 (1) ◽  
Author(s):  
Vadim Loktionov ◽  
Elena Loktionova
Keyword(s):  
Business Models ◽  
Economic Globalization ◽  
Managerial Decisions ◽  
Current Trends ◽  
Dominant Strategies ◽  
The World ◽  
New Business ◽  
Economic Trends ◽  
The Subject ◽  
New Business Models

According to the well-known statement of T. Friedman, the world has become flat: the development of technologies, transport and international institutions has created a single economic, political and cultural space in which all countries play a significant role. However, since the emergence of the idea of a flat world, it has become clear that globalization continues to change the world. The growing complexity of economic, social and technological processes leads to a change in the dominant strategies of company management and the emergence of new business models. A rethinking of the globalization at different stages of its historical development in the context of the ongoing changes will help to understand the current trends of this process. The article studies the subject-matter of the economic globalization process and the main stages of its development. Based on the historical and economic analysis, the authors' approach to the periodization of the economic globalization process is offered. The current socio-economic trends that are determining the future features of economic globalization are revealed. It is concluded that one of the most important criteria for making managerial decisions is the criterion of social responsibility.

Establishing a Collaboration Contract to Facilitate Team Performance

2016 ◽  
Vol 9 (1) ◽  
pp. 13-19
Author(s):  
Phyllis M. Gaspar ◽  
Lori Catalano ◽  
Timothy M. Gaspar
Keyword(s):  
Team Performance ◽  
Research Evidence ◽  
American Association ◽  
Evidence Based ◽  
Professional Conduct ◽  
Team Processes ◽  
Doctor Of Nursing Practice ◽  
Team Projects ◽  
Essential Components ◽  
Varied Composition

Effective collaboration is essential for team projects whether related to research, evidence-based practice, or quality improvement efforts and is especially relevant to the doctor of nursing practice (DNP)-prepared nurse (American Association of Colleges of Nursing [AACN], 2006). High-quality projects are accomplished through planning and organization and cannot be left to chance (Yonge, Skillen, & Henderson, 1996). A collaboration contract negates the “left to chance” philosophy by promoting clarity of roles, responsibilities, and team processes. Seven “Cs” of collaboration (contribution, communication, commitment, compatibility, consensus, credit, and cohesion) provide a guiding format for essential components of a contract (Govoni & Pierce, 1997; Lancaster, 1985). This article describes these components and the process for establishing a collaboration contract. An example of a contract is provided that can serve as a template for team projects. Approaches to adapting the contract for use with teams of varied composition are shared. A collaborative contract, along with professional conduct standards, supports achievement of the team goal.

How shared leadership and team personality composition interact to improve entrepreneurial team performance

2017 ◽  
Vol 24 (3) ◽  
pp. 426-445 ◽  
Author(s):  
Wencang Zhou ◽  
Yanli Zhang ◽  
Yali Shen
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Team Effectiveness ◽  
Emotional Stability ◽  
Openness To Experience ◽  
Content Type ◽  
Entrepreneurial Teams ◽  
Entrepreneurial Team ◽  
Team Personality ◽  
The Relationship

Purpose The purpose of this paper is twofold: first, to explore the contingency effects of personality composition on the shard leadership and entrepreneurial team performance relationship and second, to examine different contingency effects that team personality mean score and team personality diversity have on the shared leadership – entrepreneurial team performance relationship, using the person-team fit theory and the Big-5 framework. Design/methodology/approach The sample consisted of 200 entrepreneurial teams in a technology incubator founded in 2009 in eastern China. Data were collected through an online survey. Findings Team conscientiousness level and team openness to experience diversity were found to interact with shared leadership to influence team effectiveness in a supplementary way, such that the relationship between shared leadership and team effectiveness will be stronger when the team’s mean score on conscientiousness level is high and diversity score on openness to experience is low. Another finding from this study is that team diversity scores on emotional stability and agreeableness interact with shared leadership in a complementary way; that is, the higher the diversity score, the better influence shared leadership has on team effectiveness. Practical implications First, this study provides policy implications for government agencies, foundations, and universities who provide support for start-ups in incubators. These institutions should know the importance of entrepreneurial team composition and team process to start-up performance and should provide entrepreneurial teams support in team development. Second, the study provides entrepreneurs with implications regarding team member selection. Originality/value This is one of the first papers to study the interaction between personality composition and shared leadership and its impact on new venture performance. These findings advance the literature on moderators of shared leadership by demonstrating that team personality composition on conscientiousness, openness to experience, emotional stability, and agreeableness moderates the relationship between shared leadership and entrepreneurial team performance.

scholarly journals Copyright Research in the Digital Age: Moving from Piracy to the Supply of New Products

2012 ◽  
Vol 102 (3) ◽  
pp. 337-342 ◽  
Author(s):  
Joel Waldfogel
Keyword(s):  
Business Models ◽  
New Products ◽  
Evidence Based ◽  
Travel Agents ◽  
Digital Era ◽  
New Business ◽  
Research Questions ◽  
Fruitful Research ◽  
The Impact ◽  
New Business Models

Twelve years into the Napster era, economists have devoted substantial attention to revenue consequences of unpaid file sharing. Yet, this is only one of a host of questions whose answers are needed to inform evidence-based copyright policy in the digital era. Digitization's effect on travel agents suggests fruitful research questions, which include the impact of digitization on the supply of new works, methods for consumer discovery of new products, and new business models available with digital distribution.

Adding fuel to the fire

2015 ◽  
Vol 53 (1) ◽  
pp. 75-99 ◽  
Author(s):  
Mohammad Saud Khan ◽  
Robert J. Breitenecker ◽  
Erich J. Schwarz
Keyword(s):  
Team Performance ◽  
Team Effectiveness ◽  
Negative Impact ◽  
Deep Level ◽  
Negative Consequences ◽  
Content Type ◽  
Entrepreneurial Teams ◽  
Relationship Conflicts ◽  
Entrepreneurial Team ◽  
Effectiveness And Efficiency

Purpose – The purpose of this paper is to examine how diversity in need for achievement (nfA) a well-established entrepreneurial personality trait impacts team performance (effectiveness and efficiency) in Austria. In addition, it investigates the interaction effects of Team Mean nfA and relationship conflicts on the nfA diversity-performance relationship. Design/methodology/approach – Data originated from 44 entrepreneurial teams based in nine business incubators in Austria. Partial least squares structural equation modelling was used to estimate the model. Findings – Results indicate that, in general, nfA diversity has a negative impact on entrepreneurial team effectiveness and efficiency. However, acknowledging the importance of nfA for being entrepreneurial, diversity in nfA could improve team effectiveness when the prevailing team nfA (mean) is low. The dysfunctional role of relationship conflicts for entrepreneurial team performance is confirmed; nonetheless, similarity in nfA could help teams to cope more successfully with these potentially negative consequences. Originality/value – The paper puts forth one of the first empirical investigations of nfA and performance at a team level in an entrepreneurial field setting. Moreover, a contextually specific contribution of examining nfA diversity, team nfA (mean), relationship conflicts and team performance also augments team deep-level diversity and conflict literature. Finally, this study highlights that entrepreneurial teams could effectively leverage their human capital by realizing that some types of deep-level homogeneity (nfA) might prove helpful in neutralizing the damaging effects of relationship conflicts.

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