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We explored in this article the process of entrepreneurial team formation. As theory specific to this topic is scant, we drew first on disparate views of team formation and its correlates; we then called upon in-depth interviews to provide deeper, nuanced insights into this dynamic process of creation. Our focus is team member addition. We identified resourceseeking and interpersonal attraction as primary alternative motivators for new teammate addition; however, we also illustrated how these motivations may be complementary in practice. Finally, we considered in some depth how new member identification and selection processes may unfold as new ventures are formed.

599This study builds on the construct of entrepreneurial self-efficacy (ESE), which measures the degree to which individuals believe they are capable of performing the tasks associated with new-venture management. I examined whether entrepreneurs' levels of ESE are influenced by the ways in which their ventures make strategic decisions. Results show that entrepreneurs exhibit a stronger belief in their own abilities when their ventures make decisions in ways that involve other employees, that are more comprehensive, and that incorporate more current information. Exploratory analyses also provide preliminary evidence that ESE enhances firm performance.