Understanding the dynamics of new venture top management teams: cohesion,conflict, and new venture performance |
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| Institution: | 1. Department of Psychology, University of Quebec at Montreal (UQAM), Case Postale 8888, succ. Centre-ville, H3C3P8 Montreal, Quebec, Canada;2. School of Business Administration (ESG), University of Quebec at Montreal (UQAM), Case Postale 8888, succ. Centre-ville, H3C3P8 Montreal, Quebec, Canada;1. School of Economics and Management, Beijing Jiao Tong University, Beijing 100044, China;2. Department of Leadership, Organisations & Behaviour, Henley Business School, University of Reading, Whiteknights, Reading RG6 6UD, United Kingdom;3. Department of Strategy and International Business, Birmingham Business School, University of Birmingham, B15 2TT, United Kingdom;1. Central South University, No.932 South Lushan Road, Changsha, Hunan, 410083, China;2. University of St.Gallen, 111 Amoy Street, 069931, Singapore;3. Emlyon Business School, 23 avenue Guy de Collongue, CS 40203, 69134 Ecully Cedex, France;1. Entrepreneurship Institute, King Fahd University of Petroleum and Minerals, Dhahran, Saudi Arabia;2. Donald Business School, Red Deer College, Alberta, Canada;3. Department of Management and Marketing, King Fahd University of Petroleum and Minerals, Dhahran, Saudi Arabia |
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| Abstract: | Research conducted under the upper echelon perspective has produced consistent evidence of a relationship between top management team (TMT) interaction and firm performance. We draw upon and extend this research in an effort to explain new venture performance as a function of cohesion and conflict within the top management team. Based upon data collected from a sample of 70 new ventures, we find that TMT cohesion is negatively related to affective conflict and positively related to cognitive conflict. As expected then, we also find that TMT cohesion is positively related to new venture growth. |
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