Research Handbook on Entrepreneurial Teams
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Research Handbook on Entrepreneurial Teams

Theory and Practice

Edited by Cyrine Ben-Hafaïedh and Thomas M. Cooney

This book reinforces the value and importance of entrepreneurial teams within the entrepreneurship literature. The expert group of contributors identifies and develops various key areas of research on entrepreneurship teams and suggests the way ahead for future research in the area. The contributors expand on the existing literature on entrepreneurial teams by first revisiting the most recent framework applied to entrepreneurial teams (that is the Inputs-Mediators-Outputs-Inputs model) and then advancing our understanding of issues such as formation, structuring, deep-level diversity and emergent states. The book additionally considers different contexts of application with reference to their commonalities and specificities and investigates under-researched areas such as entrepreneurial teams within indigenous communities, ethnically diverse groups and women entrepreneurs. The contributors present practice-relevant research and offer researchers a platform from which they can explore new insights into the phenomenon of entrepreneurial teams.
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Chapter 5: Entrepreneurs’ perspectives on the structuring phase of the entrepreneurial team

L. Martin Cloutier, Sandrine Cueille and Gilles Recasens


This chapter examines the problem of structuring entrepreneurial team development in small enterprises taken from the perspectives offered by a group of young entrepreneurs who have each faced such a challenge. In particular, the chapter will report on a shared representation (or collective) conceptual framework. For the purposes of this study, action-oriented clusters were identified using group concept mapping (GCM), a bottom-up mixed-method-based approach using primary data. The methodological approach taken and results obtained contribute to a deeper understanding of the scope and interrelationship of actions related to entrepreneurial team development. The results indicate that actions rated as the most important and feasible are related to the entrepreneur’s role. The results also report differences between relatively higher than average importance and relatively lower than average feasibility for clusters of actions related to the organizational and resource pool environments: team cohesion and spirit, organizational structuring, HR management, team leadership and evolution, and team competences development. Interestingly, team-oriented financial capital development included a set of actions rated as the lowest for both importance and feasibility. The findings startlingly highlight the balancing act entrepreneurs face at the structuring phase of the team development, which consists of taking actions to develop it from the resource pool environment versus the organizational environment.

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