How Configurations of Novelty, Team Structure, and the Decision-Making Style influence Team Collaboration Quality
Type
conference paper
Date Issued
2016-06-08
Author(s)
Abstract (De)
Team breakups are a principal reason for new firm failure. One construct central to recent thinking on well-collaboration teams is Hoegl and Gemuenden's (2001) teamwork quality (TWQ) construct. This study scrutinizes antecedents and environmental as well as structural effects on TWQ, i.e. the decision making style "preference for embracing vs. overcoming contingencies" (cf. Brettel et al., 2012) and two main conditions, the number of defined roles (cf. Dayan and Di Benedetto, 2009) and the novelty to the market (cf. Hoegl et al., 2003) as central contextual moderators. We found two venture-team-configurations in which the TWQ level is affected minimally and two more that can substantially harm or advance collaboration quality in the nascent business stage.
Language
English
HSG Classification
contribution to scientific community
HSG Profile Area
SoM - Business Innovation
Event Title
36th Babson College Entrepreneurship Research Conference (BCERC)
Event Location
Bodo, Norway
Event Date
08.-11.06.2016
Subject(s)
Division(s)
Contact Email Address
dietmar.grichnik@unisg.ch
Eprints ID
248275