The Contingent Effects of Top Management Teams on Venture Performance: Aligning Founding Team Composition with Innovation Strategy and Commercialization Environment
Charles E. Eesley
Stanford University - Management Science & Engineering
David H. Hsu
University of Pennsylvania - Management Department
Edward B. Roberts
Founder/Chair, Martin Trust Center for MIT Entrepreneurship
August 6, 2013
Strategic Management Journal, Forthcoming
MIT Sloan Research Paper No. 4762-09
How does the relationship between founding team composition and venture performance depend on the venture’s strategy and business environment? Using data from a novel survey of 2,067 firms, we show that while diverse founding teams tend to exhibit higher performance, this is not universally true. We find that founding teams that are diverse are likely to achieve high performance in a competitive commercialization environment. On the other hand, technically-focused founding teams are aligned with a cooperative commercialization environment and when the enterprise pursues an innovation strategy. These results are robust to corrections for endogenous team formation concerns. The findings suggest that ventures cannot ignore founding team composition and expect to later professionalize their top management teams to align with their strategy and environment.
Number of Pages in PDF File: 39
Keywords: entrepreneurship, performance, strategy, founding conditions, founding teams, new firms
Date posted: November 3, 2009 ; Last revised: August 7, 2013
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