Exploring the Role of Entrepreneurial Team Characteristics on Entrepreneurial Orientation

Yoon, Hyunjoong

doi:10.1177/2158244018777025

Cited by 12 publications

(11 citation statements)

References 95 publications

(144 reference statements)

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“…As a result, the potential usage of entrepreneurial teams in the development of new ventures is increasingly popular. Under conditions of limited resources, which is typical for new business ventures, the role of teams in entrepreneurial projects is unarguable [1]. The team can compensate for individual weaknesses and utilize financial, mental and emotional resources together with talent, experiences and skills to strengthen the social capital of the enterprise [2].…”

Section: Introductionmentioning

confidence: 99%

“…Many of the literature sources indicate that the relationship (direct and indirect) between an entrepreneurial team and new venture performance were confirmed and pertain to such characteristics as team members' behaviors, attitudes, orientation and their composition in the entrepreneurial team [11]. However, the influence of internal processes on venture business success is still not fully recognized [1], and research studies conducted in the context of Polish entrepreneurial teams remain scarce.…”

Section: Introductionmentioning

confidence: 99%

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Effective Collaboration of Entrepreneurial Teams—Implications for Entrepreneurial Education

et al. 2020

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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.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Effective Collaboration of Entrepreneurial Teams—Implications for Entrepreneurial Education

et al. 2020

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“…Increased integration indicates better communication between the team members that leads to development of innovative services and products. Innovative services and products help the new venture attract customers from all segments (Yoon, 2018). Increased customers mean the financial performance of the venture increases from the sales of the innovative services or product developed.…”

Section: Impact Of Successful Team Entrepreneurship On Business Perfomentioning

confidence: 99%

The impact of big-5 model leadership traits on team entrepreneurship: An empirical study of small businesses in the UAE

Jawabri¹

2020

10.5267/j.msl

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Entrepreneurs who are operating small businesses focus on faster growth of their firms through greater wealth creation. This wealth creation process requires skill and investment in terms of time and capital. However, the success or failure of entrepreneurial teams depends on personality differences among the entrepreneurs. In this context, the present study explores the impact of the Big 5 model traits on the team entrepreneurship and the performance of the ventures among the small businesses in the UAE. Further, the study encapsulates how these personality traits can help in solving business problems and achieving long term success for the business. In this regard, the researcher conducted a survey on 49 employees working in 5 entrepreneurial businesses in UAE. The findings of the study highlighted that sub-factors of big five leadership traits broad-minded, gregarious, assertive, responsible, anxious and emotionally depressed, significantly impact the team entrepreneurship of small businesses in the UAE, aiding in increased customer base, venture skills, stock values, and innovating of new products.

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“…firm performance: Jin and Cho, 2018) with only two studies considering relevant antecedents of EO. Specifically, Yoon (2018) investigated the characteristics of the entrepreneurial team (e.g. human capital and functional diversity) while Eshima and Anderson (2017) considered firm characteristics (i.e.…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

Organisational culture and entrepreneurial orientation: An orthogonal perspective of individualism and collectivism

Lee¹,

Howe

Kreiser

2019

International Small Business Journal

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This study contributes to the existing literature regarding the relationship between culture and entrepreneurship. Building upon the precepts of institutional theory, we examine the influence of organisational culture on firm-level entrepreneurial orientation. While entrepreneurship researchers have emphasised the importance of entrepreneurial orientation for firms, the influence of organisational culture in supporting the incidence of entrepreneurial orientation has not been adequately studied. In an effort to contribute to this emergent area of inquiry, we consider the role of two key dimensions of organisational culture − individualism and collectivism – in facilitating entrepreneurial orientation. In doing so, we illustrate the utility of adopting an orthogonal conceptualisation of these cultural dimensions rather than the commonly held unidimensional formulation. We use polynomial regression and response surface methodology to investigate the effects of both dimensions of organisational culture on entrepreneurial orientation. Using Korea as the main context of the study, we support our hypotheses using data collected from 406 Korean small- and medium-sized enterprises.

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Exploring the Role of Entrepreneurial Team Characteristics on Entrepreneurial Orientation

Cited by 12 publications

References 95 publications

Effective Collaboration of Entrepreneurial Teams—Implications for Entrepreneurial Education

Effective Collaboration of Entrepreneurial Teams—Implications for Entrepreneurial Education

The impact of big-5 model leadership traits on team entrepreneurship: An empirical study of small businesses in the UAE

Organisational culture and entrepreneurial orientation: An orthogonal perspective of individualism and collectivism

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