Beyond the Startup Stage: The Founding Team’s Human Capital, New Venture’s Stage of Life, Founder–CEO Duality, and Breakthrough Innovation
Published Online:20 Sep 2017https://doi.org/10.1287/orsc.2017.1152
References
- (2001) Entrepreneurship in the large corporation: A longitudinal study of how established firms create breakthrough inventions. Strategic Management J. 22(6–7):521–543.Crossref, Google Scholar
- (1993) From traits to rates: An ecological perspective on organizational founding. Katz JA, Brockhaus RH, eds. Advances in Entrepreneurship, Firm Emergence, and Growth, Vol. 1 (Emerald Group Publishing, Ltd., Bingley, UK), 145–195.Google Scholar
- (1986) Multivariate point process models in social research. Soc. Sci. Res. 15(2):190–206.Crossref, Google Scholar
- (1992) Strategic momentum: The effects of repetitive, positional, and contextual momentum on merger activity. Strategic Management J. 13(5):335–348.Crossref, Google Scholar
- (1999) Organizational Learning: Creating, Retaining, and Transferring Knowledge (Kluwer, Norwell, MA).Google Scholar
- (2012) What determines the innovation capability of firm founders? Indust. Corporate Change 21(4):1049–1084.Crossref, Google Scholar
- (2000) Effects of age at entry, knowledge intensity, and imitability on international growth. Acad. Management J. 43(5):909–924.Crossref, Google Scholar
- (2006) Opportunity recognition as the detection of meaningful patterns: Evidence from comparisons of novice and experienced entrepreneurs. Management Sci. 52(9):1331–1344.Link, Google Scholar
- (2004) Picking winners or building them? Alliance, intellectual, and human capital as selection criteria in venture financing and performance of biotechnology startups. J. Bus. Venturing 19(3):411–436.Crossref, Google Scholar
- (1964) Human Capital (Columbia University Press, New York).Google Scholar
- (2008) Founding the future: Path dependence in the evolution of top management teams from founding to IPO. Organ. Sci. 19(1):3–24.Link, Google Scholar
- (2007) Early teams: The impact of team demography on VC financing and going public. J. Bus. Venturing 22(2):147–173.Crossref, Google Scholar
- (2012) Technology entrepreneurship. Strategic Entrepreneurship J. 6(2):89–93.Crossref, Google Scholar
- (2002) Techniques of Event History Modeling: New Approaches to Causal Analysis, 2nd ed. (LEA Publishers, Mahwah, NJ).Google Scholar
- (1989) The development and institutionalization of subunit power in organizations. Admin. Sci. Quart. 34(3):388–410.Crossref, Google Scholar
- (2002) Entrepreneurial transitions: Factors influencing founder departure. Acad. Management J. 45(4):818–826.Crossref, Google Scholar
- (1993) A contingency model of new manufacturing performance. Entrepreneurship Theory Practice 18(2):31–45.Crossref, Google Scholar
- (2016) History and nanoeconomics in strategy and industry evolution research: Lessons from the Meiji-Era Japanese cotton spinning industry. Strategic Management J. 37(1):45–65.Crossref, Google Scholar
- (1992) Survival chances of newly founded business organizations. Amer. Sociol. Rev. 57(2):227–242.Crossref, Google Scholar
- (2001) From initial idea to unique advantage: The entrepreneurial challenge of constructing a resource base. Acad. Management Executive 15(1):64–78.Crossref, Google Scholar
- (1991) Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research. Organ. Sci. 2(3):239–262.Link, Google Scholar
- (2007) Leaving a legacy: Position imprints and successor turnover in young firms. Amer. Sociol. Rev. 72(2):239–266.Crossref, Google Scholar
- (1983) A stochastic model of organizational mortality: Review and reanalysis. Soc Sci. Res. 12(4):303–329.Crossref, Google Scholar
- (1962) Strategy and Structure (MIT Press, Cambridge, MA).Google Scholar
- (1996) Business similarity as a moderator of the relationship between pre-ownership experience and venture performance. Entrepreneurship: Theory Practice 20(3):51–66.Crossref, Google Scholar
- (2008) Sample Size Calculations in Clinical Research, 2nd ed. (Chapman & Hall/CRC, Boca Raton, FL).Google Scholar
- (2011) Drilling for micro-foundations of human capital based competitive advantage. J. Management 37(5):1429–1443.Crossref, Google Scholar
- (2005) Founders’ human capital and the growth of new technology-based firms: A competence-based view. Res. Policy 34(6):795–816.Crossref, Google Scholar
- (1987) Toward a behavioral theory of charismatic leadership in organizational settings. Acad. Management Rev. 12(4):637–647.Crossref, Google Scholar
- (1994) Initial human and financial capital as predictors of new venture performance. J. Bus. Venturing 9(5):371–395.Crossref, Google Scholar
- (1963) A Behavioral Theory of the Firm (McGraw-Hill, New York).Google Scholar
- (1991) Organizational innovation: A meta-analysis of effects of determinants and moderators. Acad. Management J. 34(3):555–590.Crossref, Google Scholar
- (2003) The role of social and human capital among nascent entrepreneurs. J. Bus. Venturing 18(3):301–331.Crossref, Google Scholar
- (2006) When too little or too much hurts: Evidence for a curvilinear relationship between task conflict and innovation in teams. J. Management 32(1):83–107.Google Scholar
- (2010) Power asymmetry and learning in teams: The moderating role of performance feedback. Organ. Sci. 21(2):347–361.Link, Google Scholar
- (2012) A meta-analysis of the relationship between diversity, conflict, and team performance. J. Appl. Psych. 92(2):360–390.Crossref, Google Scholar
- (2006) Does experience matter? The effect of founding team experience on the survival and sales of newly founded ventures. Strategic Organ. 4(3):215–247.Crossref, Google Scholar
- (1994) Stage of organizational life cycle and competition as mediators of problem perception in small business. Strategic Management J. 15(2):121–134.Crossref, Google Scholar
- (1984) Environmental boundary spanning and information processing effects on organizational performance. Acad. Management J. 27(2):351–368.Crossref, Google Scholar
- (2009) Cognition and renewal: Comparing CEO and organizational effects on incumbent adaptation to technical change. Organ. Sci. 20(2):461–477.Link, Google Scholar
- (1988) Politics of strategic decision making in high-velocity environments: Toward a midrange theory. Acad. Management J. 31(4):737–770.Crossref, Google Scholar
- (1997) How management team can have a good fight. Harvard Bus. Rev. 75(4):77–85.Google Scholar
- (2008) The resource-based theory of the firm and firm survival. Small Bus. Econom. 30(3):231–249.Crossref, Google Scholar
- (2009) Founder-CEOs, investment decisions, and stock market performance. J. Financial Quant. Anal. 44(2):439–466.Crossref, Google Scholar
- (1992) Power in top management teams: Dimensions, measurement, and validation. Acad. Management J. 35(3):505–538.Crossref, Google Scholar
- (2000) Strategizing throughout the organization: Managing role conflict in strategic renewal. Acad. Management Rev. 25(1):154–177.Crossref, Google Scholar
- (1997) The external ties of top executives: Implications for strategic choice and performance. Admin. Sci. Quart. 42(4):654–681.Crossref, Google Scholar
- (2005) Slack resources and the performance of privately held firms. Acad. Management J. 48(4):661–676.Crossref, Google Scholar
- (2006) New venture growth: A review and extension. J. Management 32(6):926–950.Crossref, Google Scholar
- (2008) Look before you leap: Market opportunity identification in emerging technology firms. Management Sci. 54(9):1652–1665.Link, Google Scholar
- (2012) From minds to markets how human capital endowments shape market opportunity identification of technology start-ups. J. Management 38(5):1421–1449.Crossref, Google Scholar
- (1992) Determinants of venture capital firms’ preferences regarding the industry diversity and geographic scope of their investments. J. Bus. Venturing 7(5):347–362.Crossref, Google Scholar
- (2001) The NBER patent citation data file: Lessons, insights and methodological tools. NBER Working Paper No. 8498, National Bureau of Economic Research, Cambridge, MA.Google Scholar
- (1993) Top executive commitment to the status quo: A test of some of its determinants. Strategic Management J. 14(6):410–418.Crossref, Google Scholar
- (1989) Organizational Ecology (Harvard University Press, Cambridge, MA).Crossref, Google Scholar
- (2004) Survival beyond succession? The contingent impact of founder succession on organizational failure. J. Bus. Venturing 19(3):437–463.Crossref, Google Scholar
- (2010) The effect of board capital and CEO power on strategic change. Strategic Management J. 31(11):1145–1163.Crossref, Google Scholar
- (1991) Strategic decision models: Integrating different perspectives’. Strategic Management J. 12(5):327–351.Crossref, Google Scholar
- (2001) Direct and moderating effects of human capital on strategy and performance in professional service firms: A resource-based perspective. Acad. Management J. 44(1):13–28.Crossref, Google Scholar
- (2014) From common ground to breaking new ground: Founding team’s prior shared experience and start-up performance. CES Working Paper 14-39, Center for Economic Studies, Washington, DC.Google Scholar
- (2003) Intragroup conflict in organizations: A contingency perspective on the conflict-outcome relationship. Kramer RM, Staw B, eds. Research in Organizational Behavior, Vol. 25 (JAI Press, Greenwich, CT), 187–242.Crossref, Google Scholar
- (1988) Relation of dominant problems to stage of growth in technology-based new ventures. Acad. Management J. 31(2):257–279.Crossref, Google Scholar
- (1989) An empirical test of a stage of growth progression model. Management Sci. 35(12):1489–1503.Link, Google Scholar
- (1990) A stage-contingent model of design and growth for technology based new ventures. J. Bus. Venturing 5(3):137–150.Crossref, Google Scholar
- (1981) Reflective judgment: Concepts of justification and their relationship to age and education. J. Appl. Developmental Psych. 2(2):89–116.Crossref, Google Scholar
- (2012) Friends, family, or fools: Entrepreneur experience and its implications for equity distribution and resource mobilization. J. Bus. Venturing 27(5):525–543.Crossref, Google Scholar
- (1995) Patenting in the shadow of competitors. J. Law Econom. 38(2):563–595.Crossref, Google Scholar
- (2010) Power differences in the construal of a crisis: The immediate aftermath of September 11, 2001. Personality Soc. Psych. Bull. 36(3):354–370.Crossref, Google Scholar
- (2006) Profiting from technological innovation by others: The effect of competitor patenting on firm value. Res. Policy 35(8):1222–1242.Crossref, Google Scholar
- (1998) Multimarket maneuvering in uncertain spheres of influence: Resource diversion strategies. Acad. Management Rev. 23(4):724–740.Crossref, Google Scholar
- (1996) Configurations revisited. Strategic Management J. 17(7):505–512.Crossref, Google Scholar
- (1977) Strategy-making in context: Ten empirical archetypes. J. Management Stud. 14(3):253–280.Crossref, Google Scholar
- (1977) The structure of chaos: Organized anarchy as a response to ambiguity. Admin. Sci. Quart. 22(2):351–362.Crossref, Google Scholar
- (2003) The persistence of founder influence: Management, ownership, and performance effects at initial public offerings. Strategic Management J. 24(8):707–724.Crossref, Google Scholar
- (1995) Strategy process-content interaction: Effects on growth performance in small start-up firms. J. Small Bus. Management 33(1):34.Google Scholar
- (2016) Venture capital, CEOs’ sources of power, and innovation novelty at different life stages of a new venture. Organ. Sci. 27(2):336–353.Link, Google Scholar
- (2001) Top management team heterogeneity: Personality, power, and proxies. Organ. Sci. 12(1):1–18.Link, Google Scholar
- (1996) The initial succession: A contingency model of founder tenure. Entrepreneurship Theory Practice 21(2):21–36.Crossref, Google Scholar
- (1995) Risk Taking (Russell Sage, New York).Google Scholar
- (2000) Task conflict and relationship conflict in top management teams: The pivotal role of intragroup trust. J. Appl. Psych. 85(1):102–111.Crossref, Google Scholar
- (2011) Resource orchestration to create competitive advantage breadth, depth, and life cycle effects. J. Management 37(5):1390–1412.Crossref, Google Scholar
- (2006) Power relationships among top managers: Does top management team power distribution matter for organizational performance? J. Bus. Res. 59(5):622–629.Crossref, Google Scholar
- (1985) Top level management priorities in different stages of the organizational life cycle. Acad. Management J. 28(4):799–820.Crossref, Google Scholar
- (1994) Type II error problems in the use of moderated multiple regression for the detection of moderating effects of dichotomous variables. J. Management 20(1):167–178.Google Scholar
- (1996) Brainstorming groups in context: Effectiveness in a product design firm. Admin. Sci. Quart. 41(4):685–718.Crossref, Google Scholar
- (2006) Superman or the fantastic four? Knowledge combination and experience in innovative teams. Acad. Management J. 49(4):723–740.Crossref, Google Scholar
- (2009) When does scientist recruitment affect technological repositioning? Acad. Management J. 52(5):873–896.Crossref, Google Scholar
- (2014) Can opportunity emerge from disarray? An examination of exploration and exploitation following star scientist turnover. J. Management 40(2):449–482.Crossref, Google Scholar
- (2016) Winning by star light or star might? Quality human capital, resource orchestration and team performance. Strategic Management Soc. (SMS) 36th Annual Conf., September 17–20, Berlin.Google Scholar
- (2015) Bridging the social chasm in geographically distributed R&D teams: The moderating effects of relational strength and status asymmetry on the novelty of team innovation. Organ. Sci. 26(3):811–829.Link, Google Scholar
- (2009) The extent and nature of opportunity identification by experienced entrepreneurs. J. Bus. Venturing 24(2):99–115.Crossref, Google Scholar
- (1989) The concept of fit in strategy research: Toward verbal and statistical correspondence. Acad. Management Rev. 14(3):423–444.Crossref, Google Scholar
- (2006) Organizational identity and firm performance: What happens when leaders disagree about “who we are?” Organ. Sci. 17(6):741–755.Link, Google Scholar
- (2001) Does leadership matter? Acad. Management J. 44(1):134–143.Crossref, Google Scholar
- (2003) Founder-CEO succession and the paradox of entrepreneurial success. Organ. Sci. 14(2):149–172.Link, Google Scholar
- (2006) Stewards, agents, and the founder discount: Executive compensation in new ventures. Acad. Management J. 49(5):960–976.Crossref, Google Scholar
- (2014) Strategic human capital: Crossing the great divide. J. Management 40(2):353–370.Crossref, Google Scholar
- (2005) CEO tenure and company invention under differing levels of technological dynamism. Acad. Management J. 48(5):859–873.Crossref, Google Scholar
- (2005) Entrepreneurial risk taking in family firms. Family Bus. Rev. 18(1):23–40.Crossref, Google Scholar
- (2002) Absorptive capacity: A review, reconceptualization, and extension. Acad. Management Rev. 27(2):185–203.Crossref, Google Scholar
- (2009) How do threshold firms sustain corporate entrepreneurship? The role of boards and absorptive capacity. J. Bus. Venturing 24(3):248–260.Crossref, Google Scholar
- (1998) Intellectual human capital and the birth of U.S. biotechnology enterprises. Amer. Econom. Rev. 88(1):290–306.Google Scholar

