A contextual examination of new venture performance: entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism

By Keith M. Hmieleski, Michael D. Ensley. 2007

356 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/1772a7a4adcb9f24bdd76aa4c4f91f5df10b48ff

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In Management of Technology and Innovation

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Citations in the corpus

Shared Authentic Leadership and New Venture Performance (2012, background): “…of leadership displayed by entrepreneurs may affect their firm’s performance (Ensley, Hmieleski, & Pearce, 2006; Ensley, Pearce, & Hmieleski, 2006; Hmieleski & Ensley, 2007), existing literature on new ventures has failed to consider the underlying mechanisms through which the leadership…”
Entrepreneurial Team Composition Characteristics and New Venture Performance: A Meta–Analysis (2017, unknown): “…Kor, 2003; Vissa & Chacar, 2009; Zhao, Song, & Storm, 2013), the heterogeneity of entrepreneurial team characteristics (Ensley & Hmieleski, 2005; Hmieleski & Ensley, 2007; Souitaris & Maestro, 2010), and entrepreneurial team size (Bruton & Rubanik, 2002; Chaganti, Watts, Chaganti, &…”
Does Entrepreneurial Leadership Foster Creativity Among Employees and Teams? The Mediating Role of Creative Efficacy Beliefs (2019, background): “…leadership style integrating leadership and entrepreneurship (Cogliser and Brigham 2004; Vecchio 2003) received considerable attention in the management literature (e.g. Hmieleski and Ensley 2007; Ireland et al. 2003; Kuratko 2007; Leitch and Volery 2017; Renko et al. 2015; Ruvio et al. 2010).”
Social, Behavioral, and Cognitive Influences on Upper Echelons During Strategy Process (2016, background): “…studies in this area have separately examined CEO and TMT perceptions as well as issues of fit between TMT composition and CEO leadership (e.g., Hmieleski & Ensley, 2007), a promising way of increasing our understanding of top management dynamics and its influence on firm performance may be to…”
Creativity in the opportunity identification process and the moderating effect of diversity of information (2012, background): “Other studies that adopted an interactionist perspective examined how the economic environment, in terms of environmental dynamism, influenced the relationship between CEOs’ personal characteristics and venture performance (Ensley et al., 2006; Hmieleski and Baron, 2009; Hmieleski and Ensley, 2007).”
Contagion of Entrepreneurial Passion: Effects on Employee Outcomes (2020, background): “Exploring passion contagion in entrepreneurial leadership (Gupta, MacMillan, & Surie, 2004; Hmieleski & Ensley, 2007; Renko, El Tarabishy, Carsrud, & Brännback, 2015) could be a fruitful avenue for future research.”
When does entrepreneurial self-efficacy enhance versus reduce firm performance? (2008, background): “…suggesting that, although fi rms are often formed by founding teams, one individual typically emerges as the leader (Ensley, Carland, and Carland, 2000) and has an inordinate impact on the vision and strategic direction of the fi rm (Baum, Locke, and Kirkpatrick, 1998; Hmieleski and Ensley, 2007).”
Entrepreneurs’ Improvisational Behavior and Firm Performance: A Study of Dispositional and Environmental Moderators (2013, background): “…courses of action tend to be much clearer (e.g., when the present situation reflects past experience, there is a reduced need for rapid ad hoc decisions, and there is often more time to collect data and develop well thought out plans) than in dynamic environments (Hmieleski and Ensley, 2007).”