ELS-51306 Building Entrepreneurial Teams (ELS51306)
Summary
Summary Building Entrepreneurial Teams (BET) - Literature (ELS-51306)
14 views 0 purchase
Course
ELS-51306 Building Entrepreneurial Teams (ELS51306)
Institution
Wageningen University (WUR)
Summary of the mandatory literature for the exam of the course ELS-51306: Building Entrepreneurial Teams. This is a course that can be part of the MSc Track Entrepreneurship (E-track). It contains a summary of the following scientific literature: 1) Hülsheger et al., (2009), 2) Schjoedt & Kraus (2...
ELS-51306 Building Entrepreneurial Teams (ELS51306)
All documents for this subject (2)
Seller
Follow
jonathanvdb
Reviews received
Content preview
ELS-51306 Building Entrepreneurial Teams
Literature Summary
P1: Hülsheger et al. (2009)
Team-Level Predictors of Innovation at Work: A Comprehensive Meta-Analysis
Spanning Three Decades of Research
Perspective applied to team learning: psychological, sociological and innovation.
Main conclusions: table 3
o Team process variables conducive to innovation: external and internal
communication; vision; support for innovation; task orientation; cohesion.
o Team input variables somewhat conducive to innovation: goal interdependence; job
relevant diversity; team size.
o Relationships are moderated by measurement level and measurement method.
How does article help to reach better understanding of teams: importance of external weak
ties.
Relationship to IPO model: focus on Input, Process and Outcome
o Input: goal interdependence. Team input variables have small and variable
relationships
o Process: communication, especially external communication. Team process variables
have substantial relationships.
o Measurement: measurement techniques should match the level interested in. Self-
perceived measures are less reliable
The elements required for a team to function the best in an innovative way:
- Working climate is open for change and error friendly
- Shared, visionary goals
- Interdependence in reaching goals
- Internal and external communication
Main conclusions (table 3):
1
, P2: Schjoedt & Kraus (2009)
Entrepreneurial teams: definition and performance factors
Perspective applied to team learning:
Main conclusions: ‘strong association between higher corporate success and team-created
ventures.’
How does article help to reach better understanding of teams:
Relationship to IPO model:
Definition entrepreneurial team: ‘two or more persons who have an interest, both financial
and otherwise, in and commitment to a venture’s future and success; whose work is
interdependent in the pursuit of common goals and venture success; who are accountable to
the entrepreneurial team and for the venture; who are considered to be at the executive level
with executive responsibility in the early phases of the venture, including founding and
prestart up; and who are seen as a social entity by themselves and by others.’
Team homogeneity and team heterogeneity:
- Homogeneous teams in stable environments: less conflict -> groupthink
- Heterogeneous teams in turbulent environments: more different ideas and more
conflict -> takes time.
Challenge: finding the right balance between team homogeneity and heterogeneity.
P3: Decuyper at al. (2010)
Grasping the dynamic complexity of team
learning
Perspective applied to team learning:
psychological
Main conclusions: teams are dynamic and
complex. Table 2. Process is connected to
entrepreneurial learning by doing -> team
activity.
How does article help to reach better
understanding of teams: difference groups and
teams
Relationship to IPO model: focus on Input,
Process and Outcome.
o Input: (sub)system and suprasystem
o Process: boundary crossing, team
reflexivity; team activity
o Outcome: adaptive, generative or transformative learning
Research aim: answering the current lack of integration by developing a theoretical
framework for team learning that integrates existing theoretical conceptions and empirical
findings. Also, discovering factors that influence team learning.
Conclusions: team learning is ‘a compilation of team-level processes that circularly generate
change or improvement for teams, team members and organizations.’ It is dynamic and
complex.
2
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller jonathanvdb. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $3.23. You're not tied to anything after your purchase.
