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Founding team experience, industry context, and new venture creation
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| Veröffentlicht in: | New England journal of entrepreneurship 21(2018), 1, Seite 2-21 |
|---|---|
| Personen und Körperschaften: | , |
| Titel: | Founding team experience, industry context, and new venture creation/ Jun Li and Dev K. Dutta |
| Format: | E-Book-Kapitel |
| Sprache: | Englisch |
| veröffentlicht: |
2018
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| Gesamtaufnahme: |
: New England journal of entrepreneurship, 21(2018), 1, Seite 2-21
, volume:21 |
| Schlagwörter: | |
| Quelle: | Verbunddaten SWB Lizenzfreie Online-Ressourcen |
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| 520 | |a Purpose – The purpose of this paper is to examine the role of founding team experience (industry and venturing) in new venture creation. This paper posits the following questions: How does founding team experience influence the likelihood of new venture creation, in the nascent stage? How does industry context moderate this relationship? The study aims to fill an important gap in the literature by unpacking the impact of different types of founding team experiences on venture outcome, and by focusing on the influence of founding team in the venture creation process, specifically at the nascent stage. Design/methodology/approach – The paper utilizes data from the Second Panel Study of Entrepreneurial Dynamics, a longitudinal data set of 1,214 nascent entrepreneurs in the USA. Logistics regression was employed to analyze the effect of founding team experience on new venture creation. Post hoc analysis was conducted to ensure the confidence of the findings. Findings – The paper provides empirical insights about how founding team experience influences the likelihood of new venture creation in the nascent stage. At the nascent stage, founding team industry experience positively affects new venture creation while founding team venturing experience does not. However, in the high-technology industry environment, the influence of the founding team’s venturing experience on new venture creation is stronger than that in the low-technology industry environment. Research limitations/implications – Due to the design of the data set, there is a risk of “right-censoring” problem. Also, because the study used archival data on founding teams, the methodology did not allow for uncovering the underlying team processes and dynamics during the venture creation process based on learning from experience. Future studies are encouraged to examine other types of founding team experience and the underlying process-level factors on venture creation. Practical implications – The paper provides important practical implications for nascent entrepreneurs/entrepreneurial teams on team assembling and composition. In general, a team with higher-level industry experience is critical for venturing success. A team with higher-level venturing experience is more desired in the high-technology industry. Originality/value – This paper fulfills an important gap in the entrepreneurial team literature by highlighting the complex and nuanced ways in which founding team experience influences the likelihood of venture creation in the nascent stage of the firm, especially after incorporating the additional impact of the industry context. | ||
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| contents | Purpose – The purpose of this paper is to examine the role of founding team experience (industry and venturing) in new venture creation. This paper posits the following questions: How does founding team experience influence the likelihood of new venture creation, in the nascent stage? How does industry context moderate this relationship? The study aims to fill an important gap in the literature by unpacking the impact of different types of founding team experiences on venture outcome, and by focusing on the influence of founding team in the venture creation process, specifically at the nascent stage. Design/methodology/approach – The paper utilizes data from the Second Panel Study of Entrepreneurial Dynamics, a longitudinal data set of 1,214 nascent entrepreneurs in the USA. Logistics regression was employed to analyze the effect of founding team experience on new venture creation. Post hoc analysis was conducted to ensure the confidence of the findings. Findings – The paper provides empirical insights about how founding team experience influences the likelihood of new venture creation in the nascent stage. At the nascent stage, founding team industry experience positively affects new venture creation while founding team venturing experience does not. However, in the high-technology industry environment, the influence of the founding team’s venturing experience on new venture creation is stronger than that in the low-technology industry environment. Research limitations/implications – Due to the design of the data set, there is a risk of “right-censoring” problem. Also, because the study used archival data on founding teams, the methodology did not allow for uncovering the underlying team processes and dynamics during the venture creation process based on learning from experience. Future studies are encouraged to examine other types of founding team experience and the underlying process-level factors on venture creation. Practical implications – The paper provides important practical implications for nascent entrepreneurs/entrepreneurial teams on team assembling and composition. In general, a team with higher-level industry experience is critical for venturing success. A team with higher-level venturing experience is more desired in the high-technology industry. Originality/value – This paper fulfills an important gap in the entrepreneurial team literature by highlighting the complex and nuanced ways in which founding team experience influences the likelihood of venture creation in the nascent stage of the firm, especially after incorporating the additional impact of the industry context. |
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| spelling | Li, Jun VerfasserIn aut, Founding team experience, industry context, and new venture creation Jun Li and Dev K. Dutta, 2018, Text txt rdacontent, Computermedien c rdamedia, Online-Ressource cr rdacarrier, Purpose – The purpose of this paper is to examine the role of founding team experience (industry and venturing) in new venture creation. This paper posits the following questions: How does founding team experience influence the likelihood of new venture creation, in the nascent stage? How does industry context moderate this relationship? The study aims to fill an important gap in the literature by unpacking the impact of different types of founding team experiences on venture outcome, and by focusing on the influence of founding team in the venture creation process, specifically at the nascent stage. Design/methodology/approach – The paper utilizes data from the Second Panel Study of Entrepreneurial Dynamics, a longitudinal data set of 1,214 nascent entrepreneurs in the USA. Logistics regression was employed to analyze the effect of founding team experience on new venture creation. Post hoc analysis was conducted to ensure the confidence of the findings. Findings – The paper provides empirical insights about how founding team experience influences the likelihood of new venture creation in the nascent stage. At the nascent stage, founding team industry experience positively affects new venture creation while founding team venturing experience does not. However, in the high-technology industry environment, the influence of the founding team’s venturing experience on new venture creation is stronger than that in the low-technology industry environment. Research limitations/implications – Due to the design of the data set, there is a risk of “right-censoring” problem. Also, because the study used archival data on founding teams, the methodology did not allow for uncovering the underlying team processes and dynamics during the venture creation process based on learning from experience. Future studies are encouraged to examine other types of founding team experience and the underlying process-level factors on venture creation. Practical implications – The paper provides important practical implications for nascent entrepreneurs/entrepreneurial teams on team assembling and composition. In general, a team with higher-level industry experience is critical for venturing success. A team with higher-level venturing experience is more desired in the high-technology industry. Originality/value – This paper fulfills an important gap in the entrepreneurial team literature by highlighting the complex and nuanced ways in which founding team experience influences the likelihood of venture creation in the nascent stage of the firm, especially after incorporating the additional impact of the industry context., Aufsatz in Zeitschrift DE-206, Dutta, Dev K. VerfasserIn aut, Enthalten in New England journal of entrepreneurship Bingley : Emerald, 1998 21(2018), 1, Seite 2-21 Online-Ressource (DE-627)474381145 (DE-600)2169600-7 (DE-576)324118430 2574-8904 nnns, volume:21 year:2018 number:1 pages:2-21, http://doi.org/10.1108/NEJE-04-2018-0008 Resolving-System kostenfrei Volltext, https://www.emerald.com/insight/content/doi/10.1108/NEJE-04-2018-0008/full/pdf?title=founding-team-experience-industry-context-and-new-venture-creation Verlag kostenfrei Volltext, http://hdl.handle.net/10419/238753 Resolving-System kostenfrei, https://https://creativecommons.org/licenses/by/4.0/legalcode Verlag Terms of use, http://doi.org/10.1108/NEJE-04-2018-0008 LFER, LFER 2019-08-12T00:00:00Z |
| spellingShingle | Li, Jun, Dutta, Dev K., Founding team experience, industry context, and new venture creation, Purpose – The purpose of this paper is to examine the role of founding team experience (industry and venturing) in new venture creation. This paper posits the following questions: How does founding team experience influence the likelihood of new venture creation, in the nascent stage? How does industry context moderate this relationship? The study aims to fill an important gap in the literature by unpacking the impact of different types of founding team experiences on venture outcome, and by focusing on the influence of founding team in the venture creation process, specifically at the nascent stage. Design/methodology/approach – The paper utilizes data from the Second Panel Study of Entrepreneurial Dynamics, a longitudinal data set of 1,214 nascent entrepreneurs in the USA. Logistics regression was employed to analyze the effect of founding team experience on new venture creation. Post hoc analysis was conducted to ensure the confidence of the findings. Findings – The paper provides empirical insights about how founding team experience influences the likelihood of new venture creation in the nascent stage. At the nascent stage, founding team industry experience positively affects new venture creation while founding team venturing experience does not. However, in the high-technology industry environment, the influence of the founding team’s venturing experience on new venture creation is stronger than that in the low-technology industry environment. Research limitations/implications – Due to the design of the data set, there is a risk of “right-censoring” problem. Also, because the study used archival data on founding teams, the methodology did not allow for uncovering the underlying team processes and dynamics during the venture creation process based on learning from experience. Future studies are encouraged to examine other types of founding team experience and the underlying process-level factors on venture creation. Practical implications – The paper provides important practical implications for nascent entrepreneurs/entrepreneurial teams on team assembling and composition. In general, a team with higher-level industry experience is critical for venturing success. A team with higher-level venturing experience is more desired in the high-technology industry. Originality/value – This paper fulfills an important gap in the entrepreneurial team literature by highlighting the complex and nuanced ways in which founding team experience influences the likelihood of venture creation in the nascent stage of the firm, especially after incorporating the additional impact of the industry context., Aufsatz in Zeitschrift |
| title | Founding team experience, industry context, and new venture creation |
| title_auth | Founding team experience, industry context, and new venture creation |
| title_full | Founding team experience, industry context, and new venture creation Jun Li and Dev K. Dutta |
| title_fullStr | Founding team experience, industry context, and new venture creation Jun Li and Dev K. Dutta |
| title_full_unstemmed | Founding team experience, industry context, and new venture creation Jun Li and Dev K. Dutta |
| title_in_hierarchy | Founding team experience, industry context, and new venture creation / Jun Li and Dev K. Dutta, |
| title_short | Founding team experience, industry context, and new venture creation |
| title_sort | founding team experience industry context and new venture creation |
| topic | Aufsatz in Zeitschrift |
| topic_facet | Aufsatz in Zeitschrift |
| url | http://doi.org/10.1108/NEJE-04-2018-0008, https://www.emerald.com/insight/content/doi/10.1108/NEJE-04-2018-0008/full/pdf?title=founding-team-experience-industry-context-and-new-venture-creation, http://hdl.handle.net/10419/238753, https://https://creativecommons.org/licenses/by/4.0/legalcode |