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Alan R. Johnson and Frédéric Delmar

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Anna Brattström, Frédéric Delmar, Alan R. Johnson and Karl Wennberg

This chapter present a research project dedicated to better understand how new venture teams work together to achieve desired outcomes. Teams, as opposed to an individual, start a majority of all innovative new ventures. Yet, little research or theory exists in new venture settings about how members interact with each other over time—teamwork—to produce innovative technologies, products, and services. We believe a systematic study of social and psychological processes that underlie new venture teamwork and venture outcomes is timely and important. Unique features of our research project include: (1) a team level focus on social and psychological processes, to assess relations to proximal (e.g., innovation, first sales and team satisfaction), and distal value creation outcomes (e.g., sales growth, raised capital and profits); (2) Combined qualitative and quantitative research methodologies to provide both theory building and theory testing for the relations of interest; and (3) A time-sequential design with data collection every three months over one year to allow us to investigate the relations of interest for new ventures.

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Alan R. Johnson, Katherine E. Masyn and Alexander McKelvie

Continuous and survival outcomes are important for new venture research because explaining development and growth is difficult when continuous outcomes are zero. This chapter focuses on descriptive exploratory plots with multilevel and longitudinal data to make preliminary analyses of the effects of predictors, before fitting multivariate regression models. The chapter draws on analyses of 373 academic spin-off firms active in Norway between 2000 and 2015. These data come from archival sources and show how the relation between incubation and new venture performance is conditional on other ecosystem attributes, e.g. location and issued capital. We argue that descriptive exploratory plots can be used 1) like descriptive statistics with cross-sectional data; 2) to get a concrete and nuanced sense of the between- and within-subject relations; and 3) to assess range restriction on (semi-) continuous outcome variables, e.g., sales, employees. We conclude by suggesting that descriptive exploratory plots pose little threat to cumulative knowledge.