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dc.contributor.authorCantner, Uween
dc.contributor.authorGoethner, Maximilianen
dc.contributor.authorStuetzer, Michaelen
dc.date.accessioned2010-05-11-
dc.date.accessioned2010-05-20T14:34:32Z-
dc.date.available2010-05-20T14:34:32Z-
dc.date.issued2010-
dc.identifier.urihttp://hdl.handle.net/10419/32628-
dc.description.abstractPrevious research on entrepreneurial teams has failed to settle the controversy over whether team heterogeneity helps or hinders new venture performance. Reconciling this inconsistency, this paper suggests a new conceptual approach to disentangle differential effects of team heterogeneity by modeling two separate heterogeneity dimensions, namely knowledge scope and knowledge disparity. Analyzing unique data on functional experiences of the members of 337 start-up teams, we find support for our contention of team heterogeneity as a two-dimensional concept. Results suggest that knowledge disparity negatively relates to both start-ups' entrepreneurial and innovative performance. In contrast, we find knowledge scope to positively affect entrepreneurial performance, while it shows an inverse U-shaped relationship to innovative start-up performance.en
dc.language.isoengen
dc.publisher|aFriedrich Schiller University Jena and Max Planck Institute of Economics |cJenaen
dc.relation.ispartofseries|aJena Economic Research Papers |x2010,029en
dc.subject.jelL26en
dc.subject.jelM13en
dc.subject.jelL25en
dc.subject.ddc330en
dc.subject.keywordEntrepreneurial teamsen
dc.subject.keywordNew venture performanceen
dc.subject.keywordTeam heterogeneityen
dc.subject.keywordTeam diversityen
dc.subject.stwUnternehmeren
dc.subject.stwGruppenarbeiten
dc.subject.stwWissenen
dc.subject.stwUnternehmensgründungen
dc.subject.stwErfolgsfaktoren
dc.subject.stwDeutschlanden
dc.titleDisentangling the effects of new venture team functional heterogeneity on new venture performance-
dc.typeWorking Paperen
dc.identifier.ppn625856414en
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungenen

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