In the situation of a permanent change and increased competition, business ventures are more and more often undertaken not by individuals but by entrepreneurial teams. The main aim of this paper is to examine the team principles implemented by effective entrepreneurial teams and how they differ in nascent and established teams. We also focused on the relationship between the implementation of these rules by entrepreneurial team members and their evaluation of venture performance and personal satisfaction. The quantitative method was used: a list of nine items describing the principles important for the entrepreneurial teams’ collaboration was included in a questionnaire conducted in a group of 106 Polish entrepreneurs who run their businesses as members of entrepreneurial teams. The results of the research showed that all the collaboration principles included in the prepared scale are implemented by the tested entrepreneurial teams; in the case of two particular items, the obtained scores were higher in nascent teams. The correlation between principle implementation and venture performance as well as the correlation between principle implementation and entrepreneurs’ professional satisfaction was confirmed. In addition, the goal was to emphasize the importance of the entrepreneurial team’s collaboration due to its effectiveness, and propose the prepared scale as a tool for entrepreneurial reflective learning. Finally, statements by members of two entrepreneurial teams concerning team collaboration are presented to deliver case studies that can be used during entrepreneurship courses.

A conscious shaping of entrepreneurial competence is a relevant element of entrepreneurial education. In order to recognize which of the competencies regarded as entrepreneurial are characteristic of members of entrepreneurial teams, which is crucial for the work of those teams, it is necessary to identify the structure of those competencies. This quantitative study was conducted with the use of a survey method and involved 111 entrepreneurs working within 48 entrepreneurial teams. The main objective of the research was to verify the compliance of entrepreneurial competence with the effectual vs. causal approach, which would allow us to answer the question regarding which of these approaches characterizes entrepreneurs to a greater extent. This study aimed to examine which entrepreneurial competencies characterize entrepreneurs working in entrepreneurial teams, to verify them with the effectual vs. causal approach, and to define their internal structure. The results of this research revealed that the competencies related to the effectual approach are indicated to more frequently and strongly characterize the surveyed entrepreneurs. Additionally, an exploratory factor analysis enabled the identification of three main, internally consistent groups of elements forming the competence structure of the surveyed entrepreneurs. Our results may be used in the development and modernization of curricula and courses in entrepreneurship education.

Software development team collaboration requires various decisions regarding essential aspects of a project’s progress. General and particular decision-making models are considered, and their main aspects such as team types, problem solving categories, and decision-making ways are analysed. The research concerns representative groups of IT specialists and their preferences in decision-making are investigated. Four possible cases were tested: hierarchical choice (by leader) team members' choice (team consensus or voting) and external expert impact. It allows one to show some differences in behaviors of traditional and virtual teams.

Intercultural teams are more and more popular nowadays – they constitute a serious challenge in terms of effective cooperation and trust building, however. The article presents the potential problems that can affect intercultural cooperation and stresses the power of trust in cultural diversity conditions. The ten-factor model of intercultural team trust is presented. The main aim was to answer the questions: what are the differences in trust factor importance in homogenous and diverse teams and what are the most dangerous trust barriers according to Y generation business students? A survey conducted on 200 respondents allowed for concluding that the deep trust (compatibility, goodwill, predictability, well-being, inclusion and accessibility) is less important than the initial trust (open sharing of information, integrity and reciprocity), with the exception of competence assessment, as well as that all the trust factors are equally important for homogenous and culturally diverse teams, even if there are some differences in their hierarchy depending on the teams’ cultural composition. Language differences and stereotypes were pointed as the most important trust barriers. The influence of intercultural training on the elimination of trust barriers was also proved.

Artykuł prezentuje dwa modele przedsiębiorczości: tradycyjny (kauzalny) i efektuacyjny. Zgodnie z modelem kauzalnym najważniejszymi czynnikami wpływającymi na sukces firmy są strategiczne planowanie i konkurencyjność. W modelu efektuacyjnym ważne są posiadane przez przedsiębiorcę zasoby, elastyczne reagowanie na szanse pojawiające się w otoczeniu i budowanie relacji biznesowych. Celem artykułu stała się ocena efektuacyjności mentalnego modelu przedsiębiorczości, czyli ocena, czy i w jakim stopniu model prezentowany przez badanych studentów jest koherentny z efektuacyjnym modelem przedsiębiorczości. W przeprowadzonych badaniach nacisk położono na cztery elementy modelu mentalnego przedsiębiorczości: opracowanie strategii, wykorzystanie zasobów, postawy wobec ryzyka i budowanie relacji. Wykorzystano 39–itemowy kwestionariusz, w którym proszono studentów o ocenę, jak bardzo dane stwierdzenia odnoszą się do efektywnego przedsięwzięcia biznesowego. Wyniki wskazują, że modele mentalne studentów odpowiadają założeniom modelu tradycyjnego. Jedynie w odniesieniu do planowania strategii integrują one elementy obu modeli. Zidentyfikowano różnice w modelach mentalnych przedsiębiorczości kobiet i mężczyzn. Wyniki badań posłużyły do opracowania rekomendacji dla kształtowania efektuacyjnych postaw przedsiębiorczych studentów, szczególnie w zakresie koopetycji, traktowania ryzyka jako hamulca bezpieczeństwa i koncentrowania się na posiadanych zasobach.