The operation of intentions in time: The emergence of the new venture. Attracting early stage investors: Evidence from a randomized field experiment. Founding the future: Path dependence in the evolution of top management teams from founding to IPO. The influence of founding team company affiliations on firm behavior. In Human capital: A theoretical and empirical analysis with special reference to education (3rd ed.): 15–28.
Firm resources and sustained competitive advantage.
We conclude that entrepreneurial team formation research is a fertile ground that has met merely a fraction of its potential to advance important knowledge in the field.
Two, the need to embrace (self-) selection and endogeneity of founding characteristics, processes, and performance outcomes to the antecedent formation stage. One, the need for integration, especially across disciplines and contexts, acknowledging the role of the latter in shaping the formation process. Two key insights emerge to guide future research. The resulting integrative framework delineates the dynamic nature of the formation process, the origins of new venture teams, primary formation strategies used to initiate cofounding relations, and their effects on team characteristics, processes, and performance. Our structured content analysis situates the literature based on questions addressed for new venture team formation, such as why, how, when, and where entrepreneurial teams are formed. In part, this is because scholars have examined entrepreneurial team formation through different disciplinary lenses and within very different contexts. Although research on entrepreneurial team formation is gradually growing, it is at a critical juncture and marked by considerable fragmentation. He has published extensively in a variety of leading journals including the British Food Journal, Cornell Quarterly, Entrepreneurship & Regional Development, Entrepreneurship: Theory & Practice, International Small Business Journal, Journal of Small Business Management, Journal of World Business, and Small Business Economics.Entrepreneurial team formation-the process through which founders establish a team to start a new venture-has important implications for team performance and entrepreneurial success. This ‘laboratory of excellence’ is funded by the French government in recognition of high-level research initiatives in the human and natural sciences (LabEx Entreprendre, ANR-10-LabEx-11-01). Léo-Paul Dana, a graduate of McGill University and of HEC Montreal, is a professor at Montpellier Business School and a member of the Entrepreneurship & Innovation chair, which is part of LabEx Entrepreneurship (University of Montpellier, France). Since 2011, he has published several research papers in prominent international journals. His research focus is on multiple-criteria decision-making methods, game theory, and supply chain management. Hannan Amoozad Mahdiraji is a Senior Lecturer in Business and management at Leicester Castle Business School, De Montfort University, Leicester, United Kingdom. He is member of the editorial advisory board of British Food Journal and has acted as guest editor and reviewer for several academic journals and performed as track chair and presenter for a number of international conferences.
Vahid has published papers in several international journals such as Journal of Business Research, International Business Review, Journal of International Entrepreneurship, Research in International Business and Finance, etc. Vahid Jafari-Sadeghi is a Lecturer in Strategy in the School of Strategy and Leadership at Coventry University.