Talking Past Each Other: Construal Level, Utilitarian Motives, and Entrepreneurial Team Formation

References

• Agarwal R, Shah SK (2014) Knowledge sources of entrepreneurship: Firm formation by academic user and employee innovators. Res. Policy 43(7):1109–1133.Crossref, Google Scholar
• Aguinis H, Bradley KJ (2014) Best practice recommendations for designing and implementing experimental vignette methodology studies. Organ. Res. Methods 17(4):351–371.Google Scholar
• Aldrich HE, Kim PH (2007) Small worlds, infinite possibilities? How social networks affect entrepreneurial team formation and search. Strategic Entrepreneurial J. 1(1‐2):147–165.Crossref, Google Scholar
• Andrighetto L, Baldissarri C, Volpato C (2017) (Still) modern times: Objectification at work. Eur. J. Soc. Psych. 47:25–35.Crossref, Google Scholar
• Aven B, Hillman H (2018) Structural role complementarity in entrepreneurial teams. Management Sci. 64(12):5688–5704.Link, Google Scholar
• Bar-Anan Y, Liberman N, Trope Y (2006) The association between psychological distance and construal level: Evidence from an implicit association test. J. Experiment. Psych. General 135(4):609–622.Crossref, Google Scholar
• Beckman CM (2006) The influence of founding team company affiliations on firm behavior. Acad. Management J. 49(4):741–758.Crossref, Google Scholar
• Beckman CM, Burton MD (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
• Belmi P, Schroeder J (2021) Human “resources”? Objectification at work. J. Personality Soc. Psych. 120(2):384–417.Crossref, Google Scholar
• Berinsky AJ, Margolis MF, Sances MW (2014) Separating the shirkers from the workers? Making sure respondents pay attention on self‐administered surveys. Amer. J. Policy Sci. 58(3):739–753.Crossref, Google Scholar
• Bernstein S, Korteweg A, Laws K (2017) Attracting early‐stage investors: Evidence from a randomized field experiment. J. Finance 72(2):509–538.Crossref, Google Scholar
• Bhatia S, Walasek L (2016) Event construal and temporal distance in natural language. Cognition 152:1–8.Crossref, Google Scholar
• Blatt R (2009) Tough love: How communal schemas and contracting practices build relational capital in entrepreneurial teams. Acad. Management Rev. 34(3):533–551.Crossref, Google Scholar
• Boeker W, Fleming B (2010) Parent firm effects on founder turnover: Parent success founder legitimacy and founder tenure. Strategic Entrepreneurial J. 4:252–267.Crossref, Google Scholar
• Brundin E, Patzelt H, Shepherd DA (2008) Managers’ emotional displays and employees’ willingness to act entrepreneurially. J. Bus. Venturing 23(2):221–243.Crossref, Google Scholar
• Brysbaert M, Warriner AB, Kuperman V (2014) Concreteness ratings for 40 thousand generally known English word lemmas. Behav. Res. Methods 46(3):904–911.Crossref, Google Scholar
• Carter AB, Bobocel DR, Brockner J (2020) When to explain why or how it happened: Tailoring accounts to fit observers’ construal level. J. Experiment. Psych. Appl. 26(1):158.Crossref, Google Scholar
• Carter NM, Gartner WB, Reynolds D (1996) Exploring start-up event sequences. J. Bus. Venturing 11(3):151–166.Crossref, Google Scholar
• Casciaro T, Lobo MS (2008) When competence is irrelevant: The role of interpersonal affect in task-related ties. Admin. Sci. Quart. 53(4):655–684.Crossref, Google Scholar
• Casciaro T, Lobo MS (2015) Affective primacy in intraorganizational task networks. Organ. Sci. 26(2):373–389.Link, Google Scholar
• Childers TL, Carr CL, Peck J, Carson S (2001) Hedonic and utilitarian motivations for online retail shopping behavior. J. Retailing 77(4):511–535.Crossref, Google Scholar
• Choi YR, Shepherd DA (2004) Entrepreneurs’ decisions to exploit opportunities. J. Management 30(3):377–395.Crossref, Google Scholar
• Clough DR, Vissa B (2022) How do founding teams form? Toward a behavioral theory of founding team formation. Entrepreneurialism and Society: Consequences and Meanings (Emerald Publishing Limited, Bingley, UK), 115–147.Crossref, Google Scholar
• Clough DR, Fang TP, Vissa B, Wu A (2019) Turning lead into gold: How do entrepreneurs mobilize resources to exploit opportunities? Acad. Management Ann. 13(1):240–271.Crossref, Google Scholar
• Cohen S, Fehder DC, Hochberg YV, Murray F (2019) The design of startup accelerators. Res. Policy 48(7):1781–1797.Crossref, Google Scholar
• Colombo MG, Grilli L (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
• Dahlander L, Gann DM, Wallin MW (2021) How open is innovation? A retrospective and ideas forward. Res. Policy 50(4):104218.Crossref, Google Scholar
• Dencker JC, Gruber M (2015) The effects of opportunities and founder experience on new firm performance. Strategic Management J. 36(7):1035–1052.Crossref, Google Scholar
• DeSantola A, Gulati R (2017) Scaling: Organizing and growth in entrepreneurial ventures. Acad. Management Ann. 11(2):640–668.Crossref, Google Scholar
• DeTienne DR, Shepherd DA, De Castro JO (2008) The fallacy of “only the strong survive”: The effects of extrinsic motivation on the persistence decisions for under-performing firms. J. Bus. Venturing. 23(5):528–546.Crossref, Google Scholar
• Discua Cruz A, Howorth C, Hamilton E (2013) Intrafamily entrepreneurship: The formation and membership of family entrepreneurial teams. Entrepreneurial Theory Practice 37(1):17–46.Crossref, Google Scholar
• Dobrev SD, Barnett WP (2005) Organizational roles and transition to entrepreneurship. Acad. Management J. 48(3):433–449.Crossref, Google Scholar
• Eastwick W, Finkel EJ, Eagly AH (2011) When and why do ideal partner preferences affect the process of initiating and maintaining romantic relationships? J. Personality Soc. Psych. 101(5):1012–1032.Crossref, Google Scholar
• Eisenhardt KM, Schoonhoven CB (1990) Organizational growth: Linking founding team strategy environment and growth among US semiconductor ventures 1978–1988. Admin. Sci. Quart. 35(3):504–529.Crossref, Google Scholar
• Ertug G, Brennecke J, Tasselli S (2023) Theorizing about the implications of multiplexity: An integrative typology. Acad. Management Ann. 17(2):626–654.Crossref, Google Scholar
• Fertick M (2011) How to pick a co-founder. Harvard Business Review (February 8), https://hbr.org/2011/02/how-to-pick-a-co-founder.Google Scholar
• Fitzsimons GM, Shah JY (2008) How goal instrumentality shapes relationship evaluations. J. Personality Soc. Psych. 95(2):319–337.Crossref, Google Scholar
• Fitzsimons GM, Shah JY (2009) Confusing one instrumental other for another: Goal effects on social categorization. Psych. Sci. 20(12):1468–1472.Crossref, Google Scholar
• Fleischer A, Mead AD, Huang J (2015) Inattentive responding in MTurk and other online samples. Industrial Organ. Psych. 8(2):196–202.Crossref, Google Scholar
• Forbes DP, Borchert S, Zellmer–Bruhn ME, Sapienza HJ (2006) Entrepreneurial team formation: An exploration of new member addition. Entrepreneurial Theory Practice 30(2):225–248.Crossref, Google Scholar
• Francis DH, Sandberg WR (2000) Friendship within entrepreneurial teams and its association with team and venture performance. Entrepreneurial Theory Practice 25:5–25.Crossref, Google Scholar
• Franke N, Gruber M, Harhoff D, Henkel J (2006) What you are is what you like—Similarity biases in venture capitalists’ evaluations of start-up teams. J. Bus. Venturing 21(6):802–826.Crossref, Google Scholar
• Frese M, Gielnik MM (2014) The psychology of entrepreneurship. Annu. Rev. Organ. Psych. Organ. Behav. 1(1):413–438.Crossref, Google Scholar
• Fujita K, Carnevale JJ (2012) Transcending temptation through abstraction: The role of construal level in self-control. Current Directive Psych. Sci. 21(4):248–252.Crossref, Google Scholar
• Ganco M, Honoré F, Raffiee J (2019) Entrepreneurial team assembly: Knowledge transfer, customer transfer, and matching models. Oxford Handbook of Collaboration and Entrepreneurship (Oxford Press, Oxford, UK), 631–654.Google Scholar
• Graham (2009) What startups are really like. Retrieved April 4, 2022, http://wwwpaulgrahamcom/reallyhtml?viewfullsite=1.Google Scholar
• Gray SM, Knight AP, Baer M (2020) On the emergence of collective psychological ownership in new creative teams. Organ. Sci. 31(1):141–164.Link, Google Scholar
• Graziano WG, Tobin RM (2009) Agreeableness. Leary MR, Hoyle RH, eds. Handbook of Individual Differences in Social Behavior (Guilford Press, New York), 46–61.Google Scholar
• Green E, Srinivasan V (1990) Conjoint analysis in marketing: New developments with implications for research and practice. J. Marketing 54(4):3–19.Crossref, Google Scholar
• Green E, Krieger AM, Wind Y (2001) Thirty years of conjoint analysis: Reflections and prospects. Interfaces 31(suppl 3):S56–S73.Link, Google Scholar
• Grimes MG (2018) The pivot: How founders respond to feedback through idea and identity work. Acad. Management J. 61(5):1692–1717.Crossref, Google Scholar
• Grossman EB, Yli-Renko H, Janakiraman R (2012) Resource search interpersonal similarity and network tie valuation in nascent entrepreneurs’ emerging networks. J. Management 38(6):1760–1787.Crossref, Google Scholar
• Hallen BL, Eisenhardt KM (2012) Catalyzing strategies and efficient tie formation: How entrepreneurial firms obtain investment ties. Acad. Management J. 55(1):35–70.Crossref, Google Scholar
• Hallen BL, Cohen SL, Bingham CB (2020) Do accelerators work? If so, how? Organ. Sci. 31(2):378–414.Link, Google Scholar
• Henderson MD, Fujita K, Trope Y, Liberman N (2006) Transcending the “here”: The effect of spatial distance on social judgment. J. Personality Soc. Psych. 91(5):845–856.Crossref, Google Scholar
• Hess YD, Carnevale JJ, Rosario M (2018) A construal level approach to understanding interpersonal processes. Soc. Personality Psych. Compass 12(8):e12409.Crossref, Google Scholar
• Hills J (2007) Putting yourself in the client’s shoes: A little‐appreciated skill that can boost the success of HR people. Human Resources Management Internat. Digest 15(7):35–38.Crossref, Google Scholar
• Hirschman EC, Holbrook MB (1982) Hedonic consumption: Emerging concepts, methods and propositions. J. Marketing 46(3):92–101.Crossref, Google Scholar
• Holbrook MB, Hirschman EC (1982) The experiential aspects of consumption: Consumer fantasies, feelings, and fun. J. Consumer Res. 9(2):132–140.Crossref, Google Scholar
• Honoré F, Ganco M (2020) Entrepreneurial teams’ acquisition of talent: Evidence from technology manufacturing industries using a two‐sided approach. Strategic Management J. 44(1):141–170.Google Scholar
• Howell T, Bingham C, Hendricks B (2022) Going alone or together? A configurational analysis of solo founding vs. cofounding. Organ. Sci. 33(6):2421–2450.Link, Google Scholar
• Hsu DH (2007) Experienced entrepreneurial founders organizational capital and venture capital funding. Res. Policy 36(5):722–741.Crossref, Google Scholar
• Hsu DH, Lim K (2014) Knowledge brokering and organizational innovation: Founder imprinting effects. Organ. Sci. 25(4):1134–1153.Link, Google Scholar
• Huang L, Knight AP (2017) Resources and relationships in entrepreneurship: An exchange theory of the development and effects of the entrepreneur-investor relationship. Acad. Management Rev. 42(1):80–102.Crossref, Google Scholar
• Huang L, Joshi D, Wakslak C, Wu A (2021) Sizing up entrepreneurial potential: Gender differences in communication and investor perceptions of long-term growth and scalability. Acad. Management J. 64(3):716–740.Crossref, Google Scholar
• Jahn B, Kunz W (2012) How to transform consumers into fans of your brand. J. Service Management 23(3):344–361.Crossref, Google Scholar
• Joshi D, Wakslak CJ (2014) Communicating with the crowd: Speakers use abstract messages when addressing larger audiences. J. Experiment. Psych. General 143(1):351–362.Crossref, Google Scholar
• Kamm JB, Nurick AJ (1993) The stages of team venture formation: A decision-making model. Entrepreneurial Theory Practice 17(2):17–28.Crossref, Google Scholar
• Kamm JB, Shuman JC, Seeger JA, Nurick AJ (1990) Entrepreneurial teams in new venture creation: A research agenda. Entrepreneurial Theory Practice 14(4):7–17.Crossref, Google Scholar
• Kaplan SN, Sensoy BA, Strömberg P (2009) Should investors bet on the jockey or the horse? Evidence from the evolution of firms from early business plans to public companies. J. Finance 64(1):75–115.Crossref, Google Scholar
• Kilduff M, Lee JW (2020) The integration of people and networks. Annu. Rev. Organ. Psych. Organ. Behav. 7:155–179.Crossref, Google Scholar
• Klotz AC, Hmieleski KM, Bradley BH, Busenitz LW (2014) New venture teams: A review of the literature and roadmap for future research. J. Management 40(1):226–255.Crossref, Google Scholar
• Knight AP, Greer LL, De Jong B (2020) Start-up teams: A multidimensional conceptualization integrative review of past research and future research agenda. Acad. Management Ann. 14(1):231–266.Crossref, Google Scholar
• Larson A, Starr JA (1993) A network model of organization formation. Entrepreneurial Theory Practice 17(2):5–15.Crossref, Google Scholar
• Lawler EJ (2001) An affect theory of social exchange. Amer. J. Sociol. 107(2):321–352.Crossref, Google Scholar
• Lawler EJ, Yoon J (1998) Network structure and emotion in exchange relations. Amer. Sociol. Rev. 63(6):871–894.Crossref, Google Scholar
• Lawler EJ, Thye SR, Yoon J (2008) Social exchange and micro social order. Amer. Sociol. Rev. 73(4):519–542.Crossref, Google Scholar
• Lazar M, Miron-Spektor E, Agarwal R, Erez M, Goldfarb B, Chen G (2020) Entrepreneurial team formation. Acad. Management Ann. 14(1):29–59.Crossref, Google Scholar
• Lazar M, Miron-Spektor E, Chen G, Goldfarb B, Erez M, Agarwal R (2022) Forming entrepreneurial teams: Mixing business and friendship to create transactive memory systems for enhanced success. Acad. Management J. 65(4):1110–1138.Crossref, Google Scholar
• Liberman N, Trope Y (2003) Construal level theory of intertemporal judgment and decision. Loewenstein G, Read D, Baumeister R, eds. Time and Decision: Economic and Psychological Perspectives on Intertemporal Choice (Russell Sage Foundation, New York), 245–276.Google Scholar
• Liberman N, Trope Y (2008) The psychology of transcending the here and now. Science 322(5905):1201–1205.Crossref, Google Scholar
• Lohrke FT, Holloway BB, Woolley TW (2010) Conjoint analysis in entrepreneurship research: A review and research agenda. Organ. Res. Methods 13(1):16–30.Crossref, Google Scholar
• Lounsbury M, Glynn MA (2001) Cultural entrepreneurship: Stories, legitimacy, and the acquisition of resources. Strategic Management J. 22(6‐7):545–564.Crossref, Google Scholar
• McPherson M, Smith-Lovin L, Cook JM (2001) Birds of a feather: Homophily in social networks. Annu. Rev. Sociol. 27(1):415–444.Crossref, Google Scholar
• Miron-Spektor E, Ingram A, Keller J, Smith WK, Lewis MW (2018) Microfoundations of organizational paradox: The problem is how we think about the problem. Acad. Management J. 61(1):26–45.Crossref, Google Scholar
• Mitchell JR, Shepherd DA (2010) To thine own self be true: Images of self images of opportunity and entrepreneurial action. J. Bus. Venturing 25(1):138–154.Crossref, Google Scholar
• Mitchell J, Shepherd DA, Sharfman MP (2011) Erratic strategic decisions: When and why managers are inconsistent in strategic decision making. Strategic Management J. 32(7):683–704.Crossref, Google Scholar
• Muller K (2010) Academic spin-off’s transfer speed: Analyzing the time from leaving university to venture. Res. Policy 39(2):189–199.Crossref, Google Scholar
• Nebus J (2006) Building collegial information networks: A theory of advice network generation. Acad. Management Rev. 31(3):615–637.Crossref, Google Scholar
• Nigam A, Huising R, Golden B (2016) Explaining the selection of routines for change during organizational search. Admin. Sci. Quart. 61(4):551–583.Crossref, Google Scholar
• Nikiforou A (2023) Matching inventors with surrogate entrepreneurs: A framework informing the entrepreneurial team-formation process. Acad. Management Perspective 37(2):157–173.Crossref, Google Scholar
• Obstfeld D (2005) Social networks the tertius iungens orientation and involvement in innovation. Admin. Sci. Quart. 50(1):100–130.Crossref, Google Scholar
• Ozcan P, Eisenhardt KM (2009) Origin of alliance portfolios: Entrepreneurs, network strategies, and firm performance. Acad. Management J. 52(2):246–279.Crossref, Google Scholar
• Parker SC (2009) Can cognitive biases explain venture team homophily? Strategic Entrepreneurship J. 3(1):67–83.Google Scholar
• Payne GT, Brigham KH, Broberg JC, Moss TW, Short JC (2011) Organizational virtue orientation and family firms. Bus. Ethics Quart. 21(2):257–285.Crossref, Google Scholar
• Peer E, Brandimarte L, Samat S, Acquisti A (2017) Beyond the Turk: Alternative platforms for crowdsourcing behavioral research. J. Experiment. Soc. Psych. 70:153–163.Crossref, Google Scholar
• Preacher KJ, Rucker DD, Hayes AF (2007) Addressing moderated mediation hypotheses: Theory methods and prescriptions. Multivariate Behav. Res. 42(1):185–227.Crossref, Google Scholar
• Reagans R, Zuckerman E, McEvily B (2004) How to make the team: Social networks vs. demography as criteria for designing effective teams. Admin. Sci. Quart. 49(1):101–133.Crossref, Google Scholar
• Rivera MT, Soderstrom SB, Uzzi B (2010) Dynamics of dyads in social networks: Assortative, relational, and proximity mechanisms. Annu. Rev. Sociol. 36:91–115.Crossref, Google Scholar
• Roach M, Sauermann H (2015) Founder or joiner? The role of preferences and context in shaping different entrepreneurial interests. Management Sci. 9(61):2160–2184.Link, Google Scholar
• Rossi PE, Allenby GM, McCulloch R (2005) Bayesian Statistics and Marketing (John Wiley and Sons, Chichester, UK).Crossref, Google Scholar
• Ruef M (2002) Strong ties, weak ties and islands: Structural and cultural predictors of organizational innovation. Industrial Corporate Change 11(3):427–449.Crossref, Google Scholar
• Ruef M (2010) Entrepreneurial groups. Historical Foundations of Entrepreneurship Research (Edward Elgar Publishing).Crossref, Google Scholar
• Ruef M, Aldrich HE, Carter NM (2003) The structure of founding teams: Homophily strong ties and isolation among US entrepreneurs. Amer. Sociol. Rev. 68(2):195–222.Crossref, Google Scholar
• Sauermann H (2018) Fire in the belly? Employee motives and innovative performance in start‐ups vs. established firms. Strategic Entrepreneurial J. 12(4):423–454.Crossref, Google Scholar
• Sawtooth Software (2009) The adaptive choice-based conjoint (ACBC). Technical paper, Sawtooth Software, Northbrook, IL.Google Scholar
• Schillebeeckx SJ, Chaturvedi S, George G, King Z (2016) What do I want? The effects of individual aspiration and relational capability on collaboration preferences. Strategic Management J. 37(7):1493–1506.Crossref, Google Scholar
• Shah SK, Agarwal R, Echambadi R (2019) Jewels in the crown: Exploring the motivations and team building processes of employee entrepreneurs. Strategic Management J. 40(9):1417–1452.Crossref, Google Scholar
• Shea CT, Fitzsimons GM (2016) Personal goal pursuit as an antecedent to social network structure. Organ. Behav. Human Decision Processes 137:45–57.Crossref, Google Scholar
• Shepherd DA (1999) Venture capitalists’ assessment of new venture survival. Management Sci. 45(5):621–632.Link, Google Scholar
• Short JC, Broberg JC, Cogliser CC, Brigham KH (2010) Construct validation using computer-aided text analysis (CATA): An illustration using entrepreneurial orientation. Organ. Res. Methods 13(2):320–347.Crossref, Google Scholar
• Short JC, Payne GT, Brigham KH, Lumpkin GT, Broberg JC (2009) Family firms and entrepreneurial orientation in publicly traded firms: A comparative analysis of the S&P 500. Family Bus. Rev. 22(1):9–24.Crossref, Google Scholar
• Shrader R, Siegel DS (2007) Assessing the relationship between human capital and firm performance: Evidence from technology-based new ventures. Entrepreneurial Theory Practice 31(6):893–908.Crossref, Google Scholar
• Simsek Z, Fox BC, Heavey C (2015) “What’s past is prologue” A framework review and future directions for organizational research on imprinting. J. Management 41(1):288–317.Crossref, Google Scholar
• Smith EB, Menon T, Thompson L (2012) Status differences in the cognitive activation of social networks. Organ. Sci. 23(1):67–82.Link, Google Scholar
• Snefjella B, Kuperman V (2015) Concreteness and psychological distance in natural language use. Psych. Sci. 26(9):1449–1460.Crossref, Google Scholar
• Steinbach AL, Gamache DL, Johnson RE (2019) Don’t get it misconstrued: Executive construal-level shifts and flexibility in the upper echelons. Acad. Management Rev. 44(4):871–895.Crossref, Google Scholar
• Tasselli S, Kilduff M (2021) Network agency. Acad. Management Ann. 15(1):68–110.Crossref, Google Scholar
• Tasselli S, Kilduff M, Menges JI (2015) The microfoundations of organizational social networks: A review and an agenda for future research. J. Management 41(5):1361–1387.Crossref, Google Scholar
• TechCrunch (2021) What do people want in a cofounder? YC has some answers. Retrieved March 25, 2022, https://techcrunchcom/2021/10/21/what-do-people-want-in-a-co-founder-yc-has-some-answers/.Google Scholar
• Tingley D, Yamamoto T, Hirose K, Keele L, Imai K (2014) Mediation: R package for causal mediation analysis. J. Statist. Software 59(5):1–38.Google Scholar
• Train K (2009) Discrete Choice Methods with Simulation (Cambridge University Press, Cambridge, UK).Crossref, Google Scholar
• Trope Y, Liberman N (2010) Construal-level theory of psychological distance. Psych. Rev. 117(2):440–463.Crossref, Google Scholar
• Trope Y, Liberman N, Wakslak C (2007) Construal levels and psychological distance: Effects on representation, prediction, evaluation, and behavior. J. Consumer Psych. 17(2):83–95.Crossref, Google Scholar
• Uzzi B (1996) The sources and consequences of embeddedness for the economic performance of organizations: The network effect. Amer. Sociol. Rev. 64(4):674–698.Crossref, Google Scholar
• Venus M, Johnson RE, Zhang S, Wang XH, Lanaj K (2019) Seeing the big picture: A within-person examination of leader construal level and vision communication. J. Management 45(7):2666–2684.Crossref, Google Scholar
• Vissa B (2012) Agency in action: Entrepreneurs’ networking style and initiation of economic exchange. Organ. Sci. 23(2):492–510.Link, Google Scholar
• Vissa B, Chacar AS (2009) Leveraging ties: The contingent value of entrepreneurial teams’ external advice networks on Indian software venture performance. Strategic Management J. 30(11):1179–1191.Crossref, Google Scholar
• Voss KE, Spangenberg ER, Grohmann B (2003) Measuring the hedonic and utilitarian dimensions of consumer attitude. J. Marketing Res. 40(3):310–320.Crossref, Google Scholar
• Warnick BJ, Murnieks CY, McMullen JS, Brooks WT (2018) Passion for entrepreneurship or passion for the product? A conjoint analysis of angel and VC decision-making. J. Bus. Venturing 33(3):315–332.Crossref, Google Scholar
• Wasserman N (2012) The Founder’s Dilemmas: Anticipating and Avoiding the Pitfalls That Can Sink a Startup (Princeton University Press, Princeton, NJ).Crossref, Google Scholar
• Wiesenfeld BM, Reyt JN, Brockner J, Trope Y (2017) Construal level theory in organizational research. Annu. Rev. Organ. Psych. Organ. Behav. 4:367–400.Crossref, Google Scholar
• Wood MS, McKelvie A, Haynie JM (2014) Making it personal: Opportunity individuation and the shaping of opportunity beliefs. J. Bus. Venturing 29(2):252–272.Crossref, Google Scholar
• Wuebker R, Hampl N, Wuestenhagen R (2015) The strength of strong ties in an emerging industry: Experimental evidence of the effects of status hierarchies and personal ties in venture capitalist decision making. Strategic Entrepreneurial J. 9(2):167–187.Crossref, Google Scholar
• Y Combinator (2022) Y Combinator Top Companies: 2022. Retrieved March 25, 2022, https://wwwycombinatorcom/topcompanies.Google Scholar
• Zacharakis AL, Meyer GD (1998) A lack of insight: Do venture capitalists really understand their own decision process? J. Bus. Venturing 13(1):57–76.Crossref, Google Scholar
• Zhao H, Seibert SE (2006) The big five personality dimensions and entrepreneurial status: A meta-analytical review. J. Appl. Psych. 91(2):259–271.Crossref, Google Scholar
• Zheng Y (2012) Unlocking founding team prior shared experience: A transactive memory system perspective. J. Bus. Venturing 27(5):577–591.Crossref, Google Scholar
• Zheng Y, Mai Y (2013) A contextualized transactive memory system view on how founding teams respond to surprises: Evidence from China. Strategic Entrepreneurial J. 7(3):197–213.Crossref, Google Scholar
• Zimmerman MA, Zeitz GJ (2002) Beyond survival: Achieving new venture growth by building legitimacy. Acad. Management Rev. 27(3):414–431.Crossref, Google Scholar
• Zott C, Huy QN (2007) How entrepreneurs use symbolic management to acquire resources. Admin. Sci. Quart. 52(1):70–105.Crossref, Google Scholar