Open for business: The impact of creative team environment and innovative behaviour in technology-based start-ups

Abstract

Rather than the view of the entrepreneur as a ‘lone ranger’, recent work has focused on the importance of teams in bringing a start-up to growth and success. Here, we aim to bridge the gap between the individual characteristics of entrepreneurs and the characteristics of their teams by examining openness of founders in relation to creative team environment (CTE), innovative work behaviour (IWB) and performance. On the basis of upper echelon theory and integrating other complementary theories such as the attention-based view, we develop a theoretical framework and test this using a survey of 322 high-tech entrepreneurs. Our findings suggest a mediating role of CTE and IWB in the relation between openness of entrepreneurs and performance. The implications of the results for managerial practices and future research directions are discussed.

What drives an innovative behaviour of sustainable community-based enterprises? Insights from a qualitative case study

“…During the interviews, our participants identified the three most important aspects of transforming the community into an enterprise, which supports the transformation of social ventures to create networks (participation, support and sharing benefits), driving sustainable innovation. The results tally with previous contributions by Silva and Wright (2019); Daovisan and Chamaratana (2020a, 2020b); and Zhou and Verburg (2020), who found innovative behaviour of sustainable enterprises in financing, marketing, technology and performance. The present study found that transforming the community into an enterprise encourages innovative intention, thinking and technology driveing the success of SCBEs.…”

“…We found that innovative behaviour related to intention, thinking, orientation, products, services, collaboration, competition and technology are the drivers of SCBEs. This finding is supported by previous studies on innovative behaviour (Sharma, 2017; Birgit et al , 2018; Gray et al , 2018; Gao et al , 2019; Usai et al , 2020; Zhou and Verburg, 2020; Daovisan and Chamaratana, 2021; Zhao, 2021). While our participants indicated that knowledge related to innovative management, which involves intention, thinking, orientation and collaboration is necessary for SCBEs.…”

“…Block et al (2017) and Silva and Wright (2019) argued that every SCBEs provide an array of potential integrated model, human capital, collaboration and tangible resources, which is a proactive innovative behaviour. The current study contributes to the existing literature (Zhou and Verburg, 2020), we found that transforming the community into an enterprise is associated with innovative orientation, collaboration and competition.…”

Indonesian Hotels’ Dynamic Capability under the Risks of COVID-19

“…The organization must conduct various interventions to form a strategic environment that can help team members creatively deal with market demand (Mumford 2000). Technological support is essential in shaping a creative work environment (Zhou and Verburg 2020;Aydalot and Keeble 2018). A study on 340 companies in China supports that the readiness of technological resources is an essential factor in creating and safeguarding a competitive work environment for organizational performance (Zhang et al 2020).…”

Empirical perspectives of transactive memory systems: a meta-analysis

“…Our study provides further evidence of this relationship, which has important implications for startup businesses. Research suggests that cultivating an environment that promotes learning, knowledge sharing and creativity is critical for the success of newly founded companies (Allen et al , 2016; Burke, 2015; Zhou and Verburg, 2020). Thus, it is important to establish strong TMS among different work teams in those startup companies.…”