Demographic diversity for building an effective entrepreneurial team: is it important?

By Sanjib K. Chowdhury. 2005

360 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/5560448684e12b4efbb818991e2d76d60a1c3e21

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In Gender Studies

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Early Teams: The Impact of Team Demography on VC Financing and Going Public (2007, background): “Among the scholars who apply organizational demographic theories to entrepreneurial settings, most have focused on a group dynamics interpretation of heterogeneity hypothesizing (but then often failing to find) negative consequences of diversity (e.g., Ensley et al., 2002; Watson et al., 2003; Chowd”
Entrepreneurial Team Cognition: A Review (2015, neutral): “While no papers studied the direct effect of demography on entrepreneurial team cognition, Chowdhury (2005) examined how cognitive comprehensiveness, or how effectively entrepreneurial teams develop a complete set of possible solutions to problems, positively relates to team effectiveness even when…”
Tough Love: How Communal Schemas and Contracting Practices Build Relational Capital in Entrepreneurial Teams (2009, background): “For example, Chowdhury (2005) found that team processes significantly explained 44 percent of sales growth beyond control variables (such as a team's demographic heterogeneity).”
Unlocking Founding Team Prior Shared Experience: A Transactive Memory System Perspective (2012, background): “Recent development suggests that the entrepreneurial cognition literature will benefit by shifting its focus from individual- to team-level cognition, since the locus of entrepreneurial activity often resides not in one person but in many acting as a team (Chowdhury, 2005; Harper, 2008).”
The Impact of Gender Diversity on the Performance of Business Teams: Evidence from a Field Experiment (2011, neutral): “, 2004), entrepreneurship (Amason et al., 2006; Chowdhury, 2005) or psychology (Lee and Farh, 2004; Wegge et al.”
Size Does Matter: How Varying Group Sizes in a Sample Affect the Most Common Measures of Group Diversity (2009, neutral): “…discussed measures of group diversity and (b) examine groups of varying sizes (Ancona & Caldwell, 1992; Barsade, Ward, Turner, & Sonnenfeld, 2000; Chowdhury, 2005; Drach-Zahavy & Somech, 2001; Elron, 1997; Jackson & Joshi, 2004; Jehn & Bezrukova, 2004; Keller, 2001; Li & Hambrick, 2005; Mayo,…”
Founding team composition and early performance of university—Based spin-off companies (2014, background): “…to single founders, entrepreneurial teams are more likely to possess the capabilities needed to achieve a fit between technology and strategy (e.g. Chowdhury, 2005; Colombo and Grilli, 2010), Moreover, teams seem to handle the high levels of environmental uncertainty characterizing the…”
Does venture opportunity variation matter? Investigating systematic process differences between innovative and imitative new ventures (2009, background): “As a result, recent research has looked beyond the single individual and turned attention to team composition, networking, and social capital (Chowdhury, 2005; Clarysse & Moray, 2004; Davidsson & Honig, 2003; Eisenhardt & Schoonhoven, 1990; Florin et al., 2003; Ruef et al., 2003).”
Defying conventional wisdom: A meta-analytical examination of the differences between demographic and job-related diversity relationships with performance (2012, result): “For related reasons, we excluded studies in which the sample included dyads (e.g., Chowdhury, 2005; Foo, Wong, & Ong, 2005), because dyads constitute an interpersonal rather than a group context (Moreland, 2010).”
Entrepreneurial Imaginativeness in New Venture Ideation (2018, neutral): “For example, teams, not individuals, found the vast majority of new ventures (Cardon, Post, & Forster, 2017; Chowdhury, 2005; Klotz, Hmieleski, Bradley, & Busenitz, 2014; Lechler, 2001; West, 2007).”
How should we divide the pie? Equity distribution and its impact on entrepreneurial teams ☆ (2015, background): “Since in our interview data team performance and venture performancewere difficult to separate and research has established a strong connection between the two (Chowdhury, 2005; West, 2007), we report them here jointly.”