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Old mindsets and new opportunities: ...

Navis, Chad.

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Old mindsets and new opportunities: How the composition of founding teams affects the survival of new ventures .

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Old mindsets and new opportunities: How the composition of founding teams affects the survival of new ventures ./
作者:	Navis, Chad.
面頁冊數:	151 p.
附註:	Source: Dissertation Abstracts International, Volume: 70-06, Section: A, page: 2136.
Contained By:	Dissertation Abstracts International70-06A.
標題:	Business Administration, Entrepreneurship. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3359957
ISBN:	9781109230147

Old mindsets and new opportunities: How the composition of founding teams affects the survival of new ventures .
Navis, Chad.

Old mindsets and new opportunities: How the composition of founding teams affects the survival of new ventures . - 151 p.

Source: Dissertation Abstracts International, Volume: 70-06, Section: A, page: 2136.

Thesis (Ph.D.)--Emory University, 2009.

The organizational experience that members of the founding team bring to new ventures can influence how new business opportunities are pursued and their ultimate success; and yet, little is known about how the importance of such experience varies across entrepreneurial contexts. In this dissertation, I examine how the composition of founding teams has differential effects on new venture survival depending on the complexity of the business models entrepreneurs pursue.

ISBN: 9781109230147Subjects--Topical Terms:

1026793
Business Administration, Entrepreneurship.

Old mindsets and new opportunities: How the composition of founding teams affects the survival of new ventures .
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100 1 $a Navis, Chad. $3 1674261
245 1 0 $a Old mindsets and new opportunities: How the composition of founding teams affects the survival of new ventures .
300 $a 151 p.
500 $a Source: Dissertation Abstracts International, Volume: 70-06, Section: A, page: 2136.
500 $a Adviser: Robert K. Kazanjian.
502 $a Thesis (Ph.D.)--Emory University, 2009.
520 $a The organizational experience that members of the founding team bring to new ventures can influence how new business opportunities are pursued and their ultimate success; and yet, little is known about how the importance of such experience varies across entrepreneurial contexts. In this dissertation, I examine how the composition of founding teams has differential effects on new venture survival depending on the complexity of the business models entrepreneurs pursue.
520 $a My study tracks the population (n=406), over twelve years, of new local telecommunications ventures in Georgia, that resulted from Telecom Act of 1996 deregulation. This landmark legislation spawned two distinct business models within the same industry sector; the two models differed in complexity and the demands they placed on founding teams. I use these natural differences to compare, across the two models, the effects of industry, functional, and role experience in founding teams on rates of survival. I analyze these effects using a Cox proportional hazards model and supplement the quantitative evidence with qualitative insights obtained through interviews with founders and industry experts.
520 $a Findings from this research provide evidence that not all ventures are alike, revealing how several predictors of survival are contingent on differences in the complexity of the business models founders pursue. In terms of industry experience, the shifting and "rugged landscapes" of complexity appear to quickly devalue the benefits of related industry experience. In terms of functional experience, complexity amplifies the importance of functionally similar teams, enabling more effective communication, coordination, and adaptive learning. Finally, in terms of role experience, complexity reveals critical incompatibilities with the dominant logics, or "old mindsets," that can results from more embedded forms of prior experience.
520 $a More generally, this research contributes by advancing a contextualized theory of entrepreneurship that links features of evolutionary adaptation and institutional constraint to inherent differences in the complexity of new ventures. The imprinting processes that underlie these two established bodies of theory are shown to be fundamental in shaping the dynamics of founding teams; yet, their effects appear largely contingent on the unique demands that differences in complexity place on entrepreneurial ventures.
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773 0 $t Dissertation Abstracts International $g 70-06A.
790 1 0 $a Kazanjian, Robert K., $e advisor
790 1 0 $a Coff, Russell $e committee member
790 1 0 $a Makadok, Richard $e committee member
790 1 0 $a Glynn, Mary Ann $e committee member
790 $a 0665
791 $a Ph.D.
792 $a 2009
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3359957