Strukturen und Prozesse in Gründerteams als Determinanten des frühen Unternehmenserfolgs

Schwarz, Erich J.; Almer‐Jarz, Daniela A.; Harms, Rainer; Breitenecker, Robert J.

doi:10.1007/978-3-8350-5498-1_3

Cited by 6 publications

(3 citation statements)

References 13 publications

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“…3–4). Thus, for the purposes of this study, we define an entrepreneurial team as consisting of two or more individuals who hold shares in a firm, work actively in the venture, and have influence on the strategic decision making in the venture (Almer‐Jarz, Schwarz & Breitenecker, ; Schwarz et al, ) during the early phase (Schjoedt & Kraus, ) of the venture's development (Khan, Breitenecker & Schwarz, ).…”

Section: Introductionmentioning

confidence: 99%

Innovative Entrepreneurial Teams: The Give and Take of Trust and Conflict

Khan¹,

Breitenecker²,

Gustafsson³

et al. 2015

Creat Innov Manage

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Entrepreneurship research lacks empirical evidence about interactions between entrepreneurial team members. This paper examines the role of trust (cognitive and affective) and conflict (task and relationship) on team performance (effectiveness and efficiency) of innovative entrepreneurial teams. Data originated from 88 incubator‐based entrepreneurial teams in Austria. Results indicate that cognitive trust is the cornerstone of innovative entrepreneurial team performance. To maximize efficiency, such teams would rely on high cognitive trust and low task conflict. Nonetheless, the guidelines for being effective centre around high cognitive trust coupled with low task and relationship conflict.

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Section: Introductionmentioning

confidence: 99%

Innovative Entrepreneurial Teams: The Give and Take of Trust and Conflict

Khan¹,

Breitenecker²,

Gustafsson³

et al. 2015

Creat Innov Manage

Self Cite

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“…technology, design), network competence, professional/industry experience, management experience, etc. (Moog, 2004;Schwarz, Almer-Jarz, & Harms, 2007;Huynh, 2016). The network competence and the relationship portfolio of the founders are of particular importance in this context, as cooperation makes it possible to use one's own resources more efficiently and to draw on external resources that are critical to success (Gese & Klandt, 2003;Poponi, Braccini, & Ruggieri, 2017;Riesenhuber, 2008).…”

Section: Iterative Maturity Model Developmentmentioning

confidence: 99%

Proposal of a Holistic Maturity Model for Technology, Market and Founders

Foro¹,

Tuppinger²

2023

jebi

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Academic spin-offs are a particularly efficient form of exploiting scientific knowledge. The premises for a promising spin-off are that the technology is soundly founded and the market strategy is carefully considered and solidly planned. Also, the founder profile should prove personal, professional and entrepreneurial aptitudes. Maturity models (MM) can serve as guidelines that support founders in overcoming the discrepancy between the actual and target state in the spin-off process. However, none of the existing MM that has been identified, covers all these three aspects: technology, market and founder. The MM described in this paper should close this gap. The developed MM comprises nine levels and is described by three dimensions: technology, market and founder. The MM is structurally built on two models, Technology Readiness Levels and Market Readiness Levels. The dimension "Founder" is divided into four sub-dimensions (personality & motivation, skills & network competencies, team structure & culture and image & support from the university) for which proven success factors were used. The MM was checked for completeness and sequence logic and adapted. Finally, an assessment tool was developed, which was then tested and evaluated - together with the MM - by selected experts. The validation demonstrated a high level of applicability and practical relevance. However, limitations of the MM also became apparent during the evaluation, which offer starting points for further development of the model and the assessment tool. Also, the MM must be empirically checked based on the quality criteria that have been worked out (relevance, objectivity, etc.).

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“…Basierend auf diesen Erkenntnissen werden für die nachfolgende Untersuchung die Hypothesen formuliert: Art der Gründung: In der Vergangenheit konzentrierte sich die Entrepreneurship-Literatur primär auf die individuellen Attribute und das Humankapital von Einzelgründern. Jüngere empirische Studien belegen hingegen die Relevanz von Gründerteams, insbesondere bei Technologieunternehmen (Lechler 2001;Franke et al 2004;Forbes et al 2006), und untersuchen die Wirkung von Teamzusammensetzung und -prozessen auf den Unternehmenserfolg (Frances/Sandberg 2000;Higashide/Birley 2002;Lechler/Gemünden 2003;Schwarz et al 2007;Shrader/Siegel 2007). Wenngleich sich in der Literatur diesbezüglich kein einheitliches Bild abzeichnet, so lässt sich dennoch grundsätzlich festhalten, dass Gründungsteams gegenüber Einzelgründungen eine höhere Erfolgswahrscheinlichkeit aufweisen (Ruef et al 2003;Franke et al 2004).…”

Section: Unternehmensbezogene Charakteristiken Und Umweltfaktorenunclassified