Entrepreneurship has been defined as an individual↔new value creation dialogic. To study how entrepreneurial identity evolves, this article, drawing on entrepreneurial learning theory, adds an entrepreneurial role expectations dialogic. Longitudinal evidence from nascent entrepreneurs working in venture teams on invention disclosures offers an illustration of dialogics, including how they evolve over time to build entrepreneurial identity. In contrast to the theory of planned behaviour, the findings suggest that becoming entrepreneurial does not stem primarily from intention but rather from interacting with new value creation and role expectations in an immediate team environment.
This article is about entrepreneurial teams and addresses specifically the relationship between the group value consensus and performance. It contributes to previous research on teams in three ways. First, this study addresses the effectiveness of team composition in two different tasks. By doing so, it lends insights into how to compose entrepreneurial teams for improved outcomes. Second, we look specifically at how value composition impacts team performance. Third, we investigate designed teams in a quasi-experimental setting as opposed to organically formed teams commonly found in other team composition studies. Our study finds that value heterogeneity is beneficial to external tasks while detrimental to internal tasks.
Purpose
Effective internal dynamics of new venture teams is seen as a key contributor to venture success. The purpose of this paper is to investigate the ways in which new venture teams consisting of nascent entrepreneurs initiate trust and control during venture emergence.
Design/methodology/approach
Dimensions of trust and control are developed into an analytical framework applied to documented team norms. Coding detects frequency of trust and control dimensions. Supplementary data triangulate findings and explore follow-on effects in team dynamics and venture emergence.
Findings
Frequency of coded dimensions generates a venture team profile. Teams prime their dynamics through use of trust and/or control language in documented norms. Priming is seen to influence entrepreneurial perseverance during venture emergence, stemming either directly from team dynamics, or indirectly from key shareholder relationships or environmental conditions.
Research limitations/implications
Data are bounded to a specific contextual setting representing incubation and education, where the nascent entrepreneurs are simultaneously students. The complexity of venture emergence means that multiple factors influencing new venture teams may influence trust and control in ways currently unaccounted for.
Practical implications
Exploration of trust and control during venture emergence emphasizes soft-skills critical to entrepreneurial perseverance and venture success. Team norms can be designed to prime toward trust or control, and can be indicative of teams’ sensitivity to external factors, enabling evidence for intervention.
Originality/value
The paper illustrates ways in which trust and control influence team dynamics during venture emergence.
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