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Entrepreneurial Team Composition Characteristics and New Venture Performance: A Meta–Analysis

Linlin Jin¹; Kristen Madison²; Nils D. Kraiczy³; Franz W. Kellermanns⁴; T. Russell Crook⁵; Jing Xi⁶

¹ School of Management, Guangdong University of Technology, No. 161, Yinglong Road, Tianhe District, Guangzhou, China. · ² College of Business at Mississippi State University. · ³ Institute of Organization and Human Resource Management of the University of Bern in Switzerland. · ⁴ Belk College of Business at the University of North Carolina–Charlotte. · ⁵ Haslam College of Business at The University of Tennessee. · ⁶ Guangdong University of Technology, China.

Upper echelon theory highlights the importance of top management teams in large and established firms; however, effects are not always clear outside of this context. Due to the unique nature of new ventures, the composition of entrepreneurial teams and its effects on performance is worthy of investigation. Accordingly, we meta–analyze the effect of three characteristics of entrepreneurial team composition (i.e., aggregated, heterogeneity, team size) on new venture performance. Our meta–analysis, which includes 55 empirical samples and 8,892 observations, finds significant and unique effects of entrepreneurial team characteristics on new ventures. Based on our findings, we derive avenues for future research.

DOI

10.1111/etap.12232

Volume

41 (5)

Pages

743-771

Language

en

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BibTeX

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