创业团队异质性对创业绩效的影响：团队治理的中介作用

借鉴结构—行为—绩效（SCP）模型，构建创业团队异质性—团队治理—创业绩效的研究框架，从人力资本理论、交易费用理论视角对三者之间的作用机理进行探讨和检验。结果表明，创业团队经验异质性与创业绩效之间显著正相关；创业团队经验异质性水平越高，越倾向于选择契约治理模式；契约治理在创业团队经验异质性与创业绩效之间起部分中介作用。实践中，在组建创业团队时要有意识地保持成员在知识技能、专业职能等经验方面的多样化和互补性，从而获得成长所需人力资本和社会资本。同时，需要在团队运作过程中采取与之相适应的治理模式，以制约由此产生的行为不一致甚至冲突，节约沟通协调成本，提高创业企业绩效。

The Impact of Entrepreneurial Team Heterogeneity on Entrepreneurial Performance:The Mediating Role of Team Governance

Both theory and practice have shown that team entrepreneurship is the most important form of entrepreneurship at present. For the entrepreneurial team, its entrepreneurial ability is presented in the complementarity and synergy of the heterogeneous human capital of each member reflecting in the heterogeneous structure of the entrepreneurial team. The existing research points out that the relationship between the heterogeneous structure of entrepreneurial teams and their entrepreneurial performance is uncertain. The reason is that the heterogeneous structure may not only facilitate the complementarity and synergy of human capital to exert entrepreneurial ability, but may also counter-productively hinder the development of entrepreneurial ability. The focus of follow-up research should be shifted from results to process, and the factors to be investigated in the intermediate links need to be emphasized. #br#To this end, this study draws on the "Structure-Behavior-Performance" (SCP) model of industrial economics to construct a research framework of "Entrepreneurial Team Heterogeneity-Team Governance-Entrepreneurial Performance" from the perspective of human capital theory and transaction cost theory. It examines how entrepreneurial teams adopt corresponding governance mechanisms according to their heterogeneous structures to effectively motivate human capital investment and save coordination costs, thereby improving entrepreneurial performance. Accordingly, this paper proposes six theoretical hypotheses that need to be empirically tested.#br#The paper collects data by distributing questionnaires to MBA students who are participating in entrepreneurship and students of entrepreneurship training courses. The questionnaire design consists of four parts. The first part is a survey of the demographic characteristics of the respondents and the basic information of the entrepreneurial team, and the second to fourth parts are the measurement of related variables. The scales used in the measurement of each variable refer to previous studies, and have passed the test in terms of reliability and validity. The multivariate hierarchical regression analysis is made, and the least squares method for standardized estimation is employed to test each hypothesis. The three-step method of Baron and Kenny for judgment is used for the mediation effect test.#br#The empirical research results show that: (1) there is a significant positive correlation between entrepreneurial team experience heterogeneity and entrepreneurial performance; (2) the higher degree of entrepreneurial team experience heterogeneity, the more inclined the entrepreneurial teams to choose the contract governance model; (3) contract governance partially mediating the relationship between entrepreneurial team experience heterogeneity and entrepreneurial performance. Its practical guiding significance lies in that when forming an entrepreneurial team, it is necessary to consciously maintain the diversity and complementarity of members in terms of knowledge, skills, professional functions and other experiences, which is conducive to obtaining the human capital and social capital required for growth. At the same time, it is necessary to adopt a corresponding governance model in the process of team operation to control the resulting behavior inconsistency or even conflict, save the cost of communication and coordination, and improve the performance of entrepreneurial enterprises.#br#Compared with existing research, this paper makes a more comprehensive and profound analysis of the relationship between the heterogeneous structure of entrepreneurial teams, team governance and entrepreneurial performance. It is argued that the heterogeneous structure of entrepreneurial teams affects their governance. It is not homogeneous but heterogeneous. Therefore, the different heterogeneity structure dimensions of entrepreneurial teams influence the choice of governance model and ultimately affect entrepreneurial performance. The role paths are not consistent. This paper provides a more complete and accurate answer on this issue.#br#