Academic spin-offs’ entrepreneurial teams and performance: a subgroups approach
| Autor: | Alessandra Micozzi, Cyrine Ben-Hafaïedh, Pierpaolo Pattitoni |
|---|---|
| Přispěvatelé: | Lille économie management - UMR 9221 (LEM), Université d'Artois (UA)-Université catholique de Lille (UCL)-Université de Lille-Centre National de la Recherche Scientifique (CNRS), Ben-Hafaïedh, Cyrine, Micozzi, Alessandra, Pattitoni, Pierpaolo |
| Jazyk: | angličtina |
| Rok vydání: | 2017 |
| Předmět: |
Commercial law
Identity (social science) Sample (statistics) Context (language use) 050905 science studies Entrepreneurial team Engineering (all) Accounting 0502 economics and business Business and International Management Academic spin-off Innovation ComputingMilieux_MISCELLANEOUS Team composition Diversity Faultline theory business.industry 05 social sciences Principal (computer security) General Engineering Public relations Core (game theory) [SHS.GESTION]Humanities and Social Sciences/Business administration 0509 other social sciences Psychology business Commercial performance 050203 business & management Diversity (business) |
| Zdroj: | Journal of Technology Transfer Journal of Technology Transfer, 2017, ⟨10.1007/s10961-017-9623-7⟩ Journal of Technology Transfer, Springer Verlag, 2017, ⟨10.1007/s10961-017-9623-7⟩ |
| ISSN: | 0892-9912 1573-7047 |
| DOI: | 10.1007/s10961-017-9623-7⟩ |
| Popis: | Academic spin-offs’ entrepreneurial teams generally concentrate high levels of research and development experience while they are often found lacking in commercial skills. This prompts the integration of surrogate entrepreneurs (practitioners) but the literature questions the effectiveness of these artificially created teams. We argue that faultline theory applied to this context of different identity-based subgroups in a team can provide important insight, and complement the traditional approaches to top team diversity such as upper echelons theory. Our research compares the impact of the three main possible academic spin-off entrepreneurial team configurations on the two principal success-related tasks, innovation and sales, and considers the role important stakeholders, such as public research institutions and industrial partners, can have. In a sample of 164 academic spin-offs, we show that certain configurations are more suited to certain objectives and that faultline theory does indeed contribute to better our understanding of the entrepreneurial teams’ outcomes. Furthermore, the expectations one might have with regard to the extended entrepreneurial team as a possible remedy for weak core team configurations are not supported by our data. Implications for theory and practice are provided. |
| Databáze: | OpenAIRE |
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