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Entrepreneurial teams as determinants of new venture performance

Author: Michael D Ensley
Publisher: New York : Garland Pub., 1999.
Series: Garland studies in entrepreneurship.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Database:WorldCat
Summary:
First Published in 1999. Routledge is an imprint of Taylor & Francis, an informa company.
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Ensley, Michael D., 1965-
Entrepreneurial teams as determinants of new venture performance
(DLC) 99029109
(OCoLC)41176754
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Michael D Ensley
ISBN: 9781135696221 1135696225
OCLC Number: 881183387
Notes: Originally presented as the author's doctoral thesis.
Description: 1 online resource (xvii, 161 pages)
Contents: Cover; Entrepreneurship; Title Page; Copyright Page; Dedication; Table of Contents; Preface; Acknowledgments; List of Tables and Figure; Chapter 1. Introduction; Are Entrepreneurial Firms Different from Established Firms?; Models of New Venture Performance; How do Entrepreneurial Teams Affect New Venture Performance?; Research Questions; Outline of Remainder of Dissertation; Chapter 2. Literature Review and Theoretical Basis; Establishing a Link Between Skill Heterogeneity, and Affective and Cognitive Conflict; Summary of Evidence on the Skill Heterogeneity-Conflict Link. Evidence of a Link Between Cognitive and Affective Conflict, and Strategic OrientationSummary of Evidence on Conflict; Evidence of Direct Effects of Affective Conflict on New Venture Performance; The Business Strategy and Firm Performance Link; Summary of Findings on the Link Between Strategic Orientation and Performance; The Extension of the New Venture Performance Model to Include Environment; Evidence of the Relationships Between Environment-Strategy-Performance; Summary of Evidence on the Link Between Strategy-Environment-Performance; Chapter 3. Research Methodology. Definitions of Terms Specific to This StudyThe Sample; The Survey; The Measurement of the Environment; The Measurement of Financial Performance; The Calculation of Interaction Terms; Summary of Scales to Be Utilized; Statistical Assessment of the Hypotheses; Chapter 4. Results of the Study; Response Rate; Testing Non-Response Bias; Description of the Sample; Reliability and Validity; Analysis Technique; The Creation of Team Level Variables; Testing of the Theoretical Model; Findings on the Link Between Skill Heterogeneity and Conflict. Testing the Link Between Cognitive Conflict, Affective Conflict, and Strategic OrientationThe Link Between Conflict and Strategic Orientation; The Link Between Affective Conflict and Performance; Exploring the Strategy-Performance Link; The Link Between Environment and Performance; Linking the Interaction of Strategy and Environment to Performance; Test of the Full Model; Chapter 5. Conclusions and Implications; The Historical Context of the Research: Gaining Perspective from Past and Present Empirical Findings. The Second Expansion of the New Venture Performance Model: Conceptualizing the Influence of the Environment on New Venture PerformanceConclusions About the Strategy-Performance Link; The Full Model; The Practical Implications of this Study; Limitations of This Study; Suggestions for Future Research; Appendix A. Constructs Included in New Venture Performance Models; Appendix B.A Model of the Impact of Entrepreneurial Team Skill Heterogeneity and Affective and Cognitive Conflict on the Strategic Orientation and Performance of New Ventures.
Series Title: Garland studies in entrepreneurship.
Responsibility: Michael D. Ensley.
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Abstract:

First Published in 1999. Routledge is an imprint of Taylor & Francis, an informa company.

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