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.
Using employment statistics based on economic activity groups, the present study was to benchmark the economic status of Seoul (South Korea) to Tehran (Iran). Comparing both cities, it was observed that Tehran had a big gap with its benchmark (Seoul) in terms of seven activity groups including accommodation and food service activities, administrative and support service activities; professional, scientific, and technical activities; information and communication activities, real estate activities, human health and social work activities, as well as financial and insurance ones. Moreover, the contribution of these activity groups to national gross domestic product was reported significant. Thus, with the use of comparative research methodology for this research, it was found that improving these activities could help Tehran claim a much better stance in the network of global cities. In this respect, Tehran’s policy makers were recommended to have a special focus on these activity groups. Also, it was suggested to monitor these activity groups on a yearly basis in order to track the changes and identify the new ones. Indeed, Tehran would approach to its benchmark position in the network of global cities by reflecting on these activities and promoting them to fill the gaps between itself and the benchmark city.
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