A comparative study of new venture top management team composition, dynamics and performance between university-based and independent start-ups

By Michael D. Ensley, Keith M. Hmieleski. 2005

428 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/b256ae1415db25361c4d095dafd84a502ac68ec9

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Citations in the corpus

University entrepreneurship: a taxonomy of the literature (2007, background): “venture with a higher diversity of expertise, thus allowing the firm to better assess its opportunities and threats (Ensley and Hmieleski, 2005).”
Strategic Entrepreneurship at Universities: Academic Entrepreneurs’ Assessment of Policy Programs (2009, background): “Second, these few studies on existing academic ventures have identified the ventures’ human and social capital (Ensley & Hmieleski, 2005; Grandi & Grimaldi, 2003), knowledge base (Lockett, Siegel, Wright, & Ensley, 2005), and university environment (Monck, Porter, Quintas, Storey, & Wynarczyk,…”
How CEO empowering leadership shapes top management team processes: Implications for firm performance (2011, background): “Ensley and Hmieleski (2005) provided evidence for a linkage between TMT potency and firm performance.”
The M&A dynamics of European science-based entrepreneurial firms (2010, background): “Indeed, thanks to the creation of business incubators and formal programs for technology transfer, universities have been able to leverage the technology transfer process directly, while a variety of benefits are simultaneously offered to SBEFs (Ensley and Hmieleski, 2005).”
Shared Authentic Leadership and New Venture Performance (2012, methodology): “We assessed team conflict (a = .92), which research has shown to affect TMT functioning (Ensley & Hmieleski, 2005; Ensley, Pearson, & Amason, 2002), using nine items developed by Jehn and Mannix (2001).”
Entrepreneurial Team Cognition: A Review (2015, neutral): “More specifically, shared strategic cognition (Ensley and Hmieleski 2005; Ensley and Pearce 2001), or thinking and agreeing about the venture’s strategy at the group level, draws on the importance of sharing task-specific knowledge structures.”
Conceptualizing academic entrepreneurship ecosystems: a review, analysis and extension of the literature (2018, background): “…activities under the assumption that the limited commercial experience of founding university scientists eventually constrains spinoff development (Bathelt et al. 2010; Diánez-González and Camelo-Ordaz 2016; Ensley and Hmieleski 2005; Rasmussen et al. 2011; Visintin and Pittino 2014).”
The Cognitive Perspective in Entrepreneurship: An Agenda for Future Research (2011, neutral): “Moving beyond the level of individual phenomena, we noted that few studies explored the link between team cognition and entrepreneurial firm performance (e.g. Ensley and Hmieleski, 2005; Ensley and Pearce, 2001; Shepherd and Krueger, 2002; West, 2007).”
The Impact of Gender Diversity on the Performance of Business Teams: Evidence from a Field Experiment (2011, background): “Numerous other eld studies document the correlation between team diversity along various other dimensions than gender and team performance (e.g., Amason et al., 2006; Ancona and Caldwell, 1992; Bell, 2007; Edwards et al., 2006; Ensley and Hmieleski, 2005; Hamilton et al., 2012; LePine, 2003).”
The Effectiveness of University Knowledge Spillovers: Performance Differences between University Spinoffs and Corporate Spinoffs (2011, background): “Further, a small number of other studies have compared USOs with non-USO startups (Ensley and Hmieleski, 2005; Colombo and Piva, 2008).”
Entrepreneurial Team Composition Characteristics and New Venture Performance: A Meta–Analysis (2017, neutral): “…and experience (Beckman & Burton, 2008; Hsu, 2007; Vissa & Chacar, 2009), team skill and capability level (e.g., Sullivan & Marvel, 2011; Zhao et al., 2013), and team personality traits (Ensley & Hmieleski, 2005; Ensley & Pearce, 2001; Ensley, Pearson, & Amason, 2002; Souitaris & Maestro, 2010).”
A contextual examination of new venture performance: entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism (2007, background): “For example, Ensley and Hmieleski (2005) found new venture top management team heterogeneity in terms of education, functional expertise, industry experience, and business skills to share a significant positive relationship with the net cash flow and sales growth of their firms using a sample of…”
The Conflicting Cognitions of Corporate Entrepreneurs (2007, neutral): “Recent research by Ensley and Hmieleski (2005) has emphasized this point by empirically demonstrating how variables such as shared strategic cognition, potency, cohesion, and conflict shape the overall dynamic of venture teams, and subsequently impact their performance.”
Founding team composition and early performance of university—Based spin-off companies (2014, background): “For example, when comparing the performance of founding USO teams of with non-university start ups, Ensley and Hmieleski (2005) emphasize the greater homogeneity of USO teams in relation to members' scientific/technical background.”
The Role of Human Capital in Technological Entrepreneurship (2007, background): “Not surprisingly, by focusing in on certain types of ventures, such as those with a technology orientation, studies have been able to identify particularly large effect sizes for the relationship of human capital variables with important entrepreneurial outcomes, such as firm growth (e.g., Ensley &”