Abstract Research Summary Although pre‐entry startup experience is widely recognized as
a driver of innovation in new ventures, a core feature of new venture teams is that their …

The likelihood of nascent entrepreneurs making the transition from a new venture idea to a
profitable business is argued to be contingent on the breadth of the resources available …

Purpose The purpose of this paper is to examine the role of founding team experience
(industry and venturing) in new venture creation. This paper posits the following questions …

We distinguish novelty from newness and argue that the tasks of new venture top
management teams vary with new venture novelty. We argue that as novelty increases, the …

Purpose We propose a process model relating innovative climates to effectiveness in co-
founded ventures. Specifically, we argue that co-founders' inputs relate to venture …

Using fsQCA, this study explores how venture strategy, as well as founding team knowledge
diversity and demographic diversity interact to explain revenue growth of new ventures …

Entrepreneurial imaginativeness is important for new venture ideation (the generation,
evaluation, and development of ideas for new ventures), but its effects have only been …

This chapter presents an ongoing longitudinal project of teamwork in innovative new venture
teams. We study how new venture teams work together and how that work affects team …

New venture teams (NVT) often comprise idea–conceiving founders and equity–based
investors. These subgroups represent a faultline whose magnitude influences the quality of …

While earlier researchers have argued that the founding team's industry and start-up
experience should positively affect new venture performance, robust empirical support for …