Top management teams and the performance of entrepreneurial firms

Eisenhardt, Kathleen M.

doi:10.1007/s11187-013-9473-0

Cited by 102 publications

(68 citation statements)

References 42 publications

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“…Resources which are embedded in the entrepreneur's relationship networks involve management skills in terms of the ability to coordinate all these resources (Hernández-Carrión et al 2017). Top managers of effective entrepreneurial firms are creating and maintaining alliances, developing products, selecting employees (Eisenhardt 2013), and employing top management styles (Covin and Slevin 1989). As such, they are strategic resources for the firm.…”

Section: Coordinative Capabilities Hypothesesmentioning

confidence: 99%

The performance effect of network and managerial capabilities of entrepreneurial firms

Srećković

2017

Small Bus Econ

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Building on the organizational capabilities view, this study explores the impact of network and managerial capabilities on the performance of entrepreneurial firms in the architecture and real estate sector. We apply an extended organizational capabilities model by integrating Porter's value chain model and Grant's hierarchy of organizational capabilities. Starting from differences in entrepreneurial orientation between architecture and real estate development firms, we argue that under higher environmental uncertainty, network capabilities are more important for the performance of architecture firms whereas managerial capabilities are more important for the performance of real estate development firms. Employing data from Austria, Germany, and Switzerland, the research results support the hypotheses. This study integrates Porter's value chain concept and the organizational capabilities model and delivers a contribution to the organizational capability theory. In addition, it contributes to the entrepreneurship literature by showing that network capabilities are more important for creating competitive advantage in entrepreneurial firms than in other firms.

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Section: Coordinative Capabilities Hypothesesmentioning

confidence: 99%

The performance effect of network and managerial capabilities of entrepreneurial firms

Srećković

2017

Small Bus Econ

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“…The articles reviewed in this section demonstrate that entrepreneurial team cognition facilitates decision‐effectiveness. By relying on ‘simple rules’ heuristics to perform significant activities such as new product development and internationalization (Eisenhardt ), entrepreneurial teams become more efficient. Eventually, these simple cognitive rules residing in the team can become the strategy of the firms.…”

Section: How Does Entrepreneurial Team Cognition Interact With Inputsmentioning

confidence: 99%

“…; West ). However, 40% of new ventures fail within the first year (Dimov and De Clercq ; Timmons ), and more than 60% of these failures are ascribed to problems with the entrepreneurial team (Eisenhardt ; Gorman and Sahlman ; Kaplan and Strömberg ). Research shows that the way in which entrepreneurial team members work together plays an important role in determining venture outcomes (Chowdhury ; Ensley and Pearce ; Ensley et al .…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurial Team Cognition: A Review

Mol

Khapova

Elfring

2015

Int J Management Reviews

101

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Entrepreneurial team scholars highlight the importance of studying entrepreneurial team cognition in gaining a better understanding of why some entrepreneurial teams are capable of developing teamwork leading to successful entrepreneurial outcomes while others are not. However, in the absence of a clear definition of entrepreneurial team cognition, researchers continue to employ a vast diversity of potentially related concepts. To bring clarity to this fragmented area of research, the authors performed a systematic literature review of papers concerned with entrepreneurial team cognition published in the leading management and entrepreneurship journals over the past 20 years. This review was guided by two main research questions: (a) what is entrepreneurial team cognition, and (b) how does entrepreneurial team cognition interact with inputs, processes and outcomes. Based on the published literature, key properties of the concept are identified, and an overarching definition of entrepreneurial team cognition composed of these properties is introduced. Next, the review outlines how entrepreneurial team cognition interacts with other variables within a comprehensive input‐mediator‐output framework. Finally, the review addresses how future research can build on the proposed definition and framework to advance the theoretical depth and empirical investigation of entrepreneurial team cognition.

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“…In the entrepreneurship and management literature it has generally been suggested that the heterogeneity of the management team's capabilities reflected in different education and professional backgrounds matters for growth (Cooper and Bruno 1977;Eisenhardt and Schoonhoven 1990;Eisenhardt 2013) because of the synergistic gains that may arise (Colombo and Grilli 2005). A certain degree of cognitive heterogeneity in the management team may stimulate organizational learning and broaden the venture's strategic perspectives, thus enhancing its growth potentials (Cooper and Bruno 1977;Eisenhardt and Schoonhoven 1990).…”

Section: General Human Capital and Growthmentioning

confidence: 99%

Growth of born globals: the role of the entrepreneur’s personal factors and venture capital

Ughetto

2015

Int Entrep Manag J

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This paper examines to what extent the human capital of entrepreneurs and the receipt of venture capital (VC) financing affect the growth of born globals (BGs). The study analyzes a sample of 242 BGs resulting from a survey on high-tech start-ups operating in the ICT and electronics sectors, located in different countries throughout the world. A multivariate explorative analysis controlling for the endogenous nature of VC is conducted. The results indicate that the experience of the entrepreneur in having previously established another entrepreneurial firm positively affects the growth of BGs. A negative effect is associated with the presence of heterogeneity in the management team in terms of education background. With regard to the linkage between financial capital and growth, it is found that both VC financing and the number of founders (a proxy for the availability internal capital) positively influence the growth of BGs.

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Top management teams and the performance of entrepreneurial firms

Abstract: This article examines why some entrepreneurial firms succeed while others do not. The focal explanation is top management teams, including several studies that address when and how top management teams are likely to influence entrepreneurial firm performance. There are several insights.

Cited by 102 publications

References 42 publications

The performance effect of network and managerial capabilities of entrepreneurial firms

The performance effect of network and managerial capabilities of entrepreneurial firms

Entrepreneurial Team Cognition: A Review

Growth of born globals: the role of the entrepreneur’s personal factors and venture capital

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