Effort provision in entrepreneurial teams: effects of team size, free-riding and peer pressure

Backes‐Gellner, Uschi; Werner, Arndt; Mohnen, Alwine

doi:10.1007/s11573-014-0749-x

Cited by 18 publications

(20 citation statements)

References 69 publications

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“…The formation of an entrepreneurial team can generate advantages by synergizing skills, knowledge and resources (among other aspects), while increasing the likelihood of different opinions on specific issues, and differing strategic views and personal interests when it comes to distributing expenses and returns. Conversely, this diversity can lead to an increase in conflict, which requires coordination and negotiation over time to be able to act as a team not as a group (Backes-Gellner et al 2015 ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Does the ideal entrepreneurial team exist?

2021

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Up until now, studies on entrepreneurs and their relationship to business performance have focused primarily on analyzing the entrepreneur as an individual. While studies have been conducted on the entrepreneurial team, their focus has centered on team size and degree of diversity - cultural, age, gender - leaving a gap in the analysis of the effect of a team’s competencies on the outcome of the ventures. This research aims to help fill this gap by using the psychometric instrument DISC. This research analyzes entrepreneurship by opportunity, evaluating the performance of 109 Colombian companies and the composition of their entrepreneurial teams. The results obtained provide the basis for better understanding of the make-up of entrepreneurial teams, considering the variances and interdependencies of the competency development level among their members. They reveal that identifying the similarity or heterogeneity in certain groups of competencies, as well as how developed they are, can have an impact on the ventures’ success. The cluster analysis carried out suggests that highly developed competencies associated with the ‘dominance’ dimension in the members of an entrepreneurial team are essential. These must be above-average in heterogeneous levels among the team members. They must also be accompanied by the ‘steadiness’ competency provided by the team-oriented partners, as well as an average, homogeneous level of competencies associated with ‘conscientiousness’ if the new business is to achieve good financial results in its early years. The ‘influence’ dimension did not play a significant role. The teams made up of more homogeneous partners obtained the poorest financial results. Furthermore, the study provides new perspectives for measuring business performance in a venture, as well as for evaluating the relationships between the entrepreneurial team's competencies and the company’s results in the first years of business. Accordingly, it offers inputs for future research.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Does the ideal entrepreneurial team exist?

2021

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“…Following the 'small world' concept (Milgram 1967;Watts and Strogatz 1998), new players will most likely connect with their neighbors, but do not build 'long-range' relationships with older players. Backes-Gellner et al (2014) assume the same decreasing level of network contribution in an entrepreneurial context: they hypothesize that the incremental efforts of team founders reduce with a growing team size and should thus follow an inverted U-shaped pattern. Based on this related research, we assume that additional users generate a decreasing incremental value to the overall network in MMO games.…”

Section: Development Of Hypothesesmentioning

confidence: 99%

Assessing the economic effects of server launches in free-to-play MMO games

Voigt

Hinz

2016

J Bus Econ

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In MMO (massively multi-player online) games, the interaction among thousands of players can produce both positive and negative network effects. It is therefore crucial for a company managing MMO games to establish how the entire user base should be distributed across different game instances ('servers') in order to optimize the players' game experience and, ultimately, the company's revenues. While splitting the user base onto different game servers is a common measure in the industry, there is a conspicuous lack of clear guidelines as to when launching new game servers would be advisable. Our work notably fills this gap: for a popular MMO real-time strategy game, our counterfactual simulation shows that a division of the user base across different game servers can lead to additional revenues if implemented at the right time. For the game in focus, our results indicate that launching multiple new game servers would be beneficial in terms of revenue when the game was new, and additional servers every 90-120 days when it was in decline.

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“…For example, in team sports, the literature has used numerous variables to appraise the coworker productivity of a player: the number of goals scored, assists provided, duels won, ball touches, etc. Yet, each of these numbers suffers from the fact that it imputes an output (successful action) to an individual player, while this output is actually the joint product of the player and the teammates: a player can only perform well when the other teammates 1 If cooperation and coordination is not successful, problems like free-riding can arise in teams, analyzed for example by Guillen et al (2014), Backes-Gellner et al (2015), and .…”

Section: Introductionmentioning

confidence: 99%

Eigenvalue Productivity: Measurement of Individual Contributions in Teams

Müller¹,

Upmann²

2018

Proceedings

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While the output of a team is evident, the productivity of each team member is typically not readily identifiable. In this paper we consider the problem of measuring the productivity of team members. We propose a new concept of coworker productivity, which we refer to as eigenvalue productivity (EVP). We demonstrate the existence and uniqueness of our concept and show that it possesses several desirable properties. Also, we suggest a procedure for specifying the required productivity matrix of a team, and illustrate the operational practicability of EVP by means of three examples representing different types of the available data.

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Effort provision in entrepreneurial teams: effects of team size, free-riding and peer pressure

Cited by 18 publications

References 69 publications

Does the ideal entrepreneurial team exist?

Does the ideal entrepreneurial team exist?

Assessing the economic effects of server launches in free-to-play MMO games

Eigenvalue Productivity: Measurement of Individual Contributions in Teams

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