Understanding the dynamics of new venture top management teams: cohesion, conflict, and new venture performance

By Michael D. Ensley, Allison W. Pearson, Allen C. Amason. 2002

616 citations recorded by the source corpus.

Subfields: Gender Studies, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/08c569d85f4b8c02d72ddebab9bcf011737f8333

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In Gender Studies

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Product Innovation and Educational Diversity in Top and Middle Management Teams (2020, background): “There is strong evidence that such social processes mediate the ways in which diversity plays out at the intragroup level (Ensley et al. 2002, Olson et al. 2007).”
Entrepreneurial Team Composition Characteristics and New Venture Performance: A Meta–Analysis (2017, positive): “The first is a new venture top management team, which is comprised of those who hold a 10% stake or are a founder (e.g., Ensley et al., 2002).”
Business Networks and Economic Development in Rural Communities in the United States (2010, background): “Furthermore, Ensley, Pearson, and Amason (2002) show that the cohesion of new venture management teams is positively related to constructive conflict and negatively related to destructive conflict.”
Founding team composition and early performance of university—Based spin-off companies (2014, background): “For this reason, in recent years, a large number of studies on the performance of high-tech start ups has focused on the characteristics of their top management teams (e.g. Ensley et al., 2002, 2003; Ensley and Hmieleski, 2005; Amason et al., 2006; Schjoedt and Kraus, 2009)”
Management and Governance in Dutch SMEs (2005, background): “Four articles focus on process issues of TMTs (Nicholson and Cannon 2000; Ensley et al., 2002; Chowdhury 2004; Ensley and Pearson 2005), and emphasize the importance of team process variables as cohesion and conflict in explaining performance.”
A comparative study of new venture top management team composition, dynamics and performance between university-based and independent start-ups (2005, background): “In this regard, empirical evidence has identified clear linkages between the composition and group dynamics variables that we have described in the preceding sections with the survival and growth of startups (Ensley and Pearce, 2001; Ensley et al., 2002).”
The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes (2008, background): “While the types of conflict (relationship, task, and process) have been researched quite a bit recently (e.g., De Dreu and Van Vianen 2001; Ensley et al. 2002; Greer and Jehn 2007; Jehn and Mannix 2001; Pearson et al. 2002), Jehn’s (1997) other dimensions of conflict have not been empirically…”
A control group study of incubators’ impact to promote firm survival (2010, background): “Nevertheless, other explanatory variables that capture important characteristics of both samples and that might contribute to survival could not be included in the matching process, such as the influence of team members (Ensley et al., 2002), human capital endowment (Acs et al.”