Leveraging ties: the contingent value of entrepreneurial teams' external advice networks on Indian software venture performance
This study investigates the impact of entrepreneurial teams' external networks on their ventures' performance. We first argue that ventures whose entrepreneurial teams span many structural holes in their external advice networks experience higher performance. We then propose that network t...
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| Veröffentlicht in: | Strategic management journal 2009-11, Vol.30 (11), p.1179-1191 |
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| container_title | Strategic management journal |
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| creator | Vissa, Balagopal Chacar, Aya S. |
| description | This study investigates the impact of entrepreneurial teams' external networks on their ventures' performance. We first argue that ventures whose entrepreneurial teams span many structural holes in their external advice networks experience higher performance. We then propose that network ties are not uniform in their effect, but rather are contingent on two distinct features of entrepreneurial teams: (i) their strategic consensus—extent of agreement on key goals and strategies within the team—and (ii) internal cohesion—extent of interpersonal friendships within the team. Finally, we propose that team demographics and team networks complement (rather than substitute) each other. Data from Indian software ventures provide support for these arguments. We extend entrepreneurship research by highlighting how venture teams' internal processes and external networks jointly shape performance outcomes. We also add to the literature on team networks by drawing attention to the role of strategic consensus as a distinct pathway through which teams can leverage their external networks. |
| doi_str_mv | 10.1002/smj.785 |
| format | Article |
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Mgmt. J</addtitle><date>2009-11</date><risdate>2009</risdate><volume>30</volume><issue>11</issue><spage>1179</spage><epage>1191</epage><pages>1179-1191</pages><issn>0143-2095</issn><eissn>1097-0266</eissn><coden>SMAJD8</coden><abstract>This study investigates the impact of entrepreneurial teams' external networks on their ventures' performance. We first argue that ventures whose entrepreneurial teams span many structural holes in their external advice networks experience higher performance. We then propose that network ties are not uniform in their effect, but rather are contingent on two distinct features of entrepreneurial teams: (i) their strategic consensus—extent of agreement on key goals and strategies within the team—and (ii) internal cohesion—extent of interpersonal friendships within the team. Finally, we propose that team demographics and team networks complement (rather than substitute) each other. Data from Indian software ventures provide support for these arguments. 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| identifier | ISSN: 0143-2095 |
| ispartof | Strategic management journal, 2009-11, Vol.30 (11), p.1179-1191 |
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| language | eng |
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| source | Jstor Complete Legacy; Wiley Online Library Journals Frontfile Complete |
| subjects | Business structures Corporate strategies Demography Economic performance Entrepreneurs Entrepreneurship Functional diversity Impact analysis India Joint ventures Leverage Management science Networks Organizational effectiveness Organizational structure Social capital Social networking Social structures Software Software industry Start up firms Studies Teams |
| title | Leveraging ties: the contingent value of entrepreneurial teams' external advice networks on Indian software venture performance |
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