Entrepreneurial team personality-faultline strength and performance: the non-linear relationship and boundary conditions

IF 2.7 4区管理学 Q2 MANAGEMENT Journal of Organizational Change Management Pub Date : 2024-01-08 DOI:10.1108/jocm-05-2023-0180

Si Qian, Yinpu Zhang, Pengzhou Kuai

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Abstract

PurposeThe purpose of this paper is to explore the effect of a team’s personality faultlines on entrepreneurial performance. Additionally, this paper verifies the moderating effect of shared leadership on the connection between the two varies. The authors focus on the upper echelons theory and social identity theory as well as personality faultlines in entrepreneurial teams.Design/methodology/approachAn online survey was conducted using data collected in China. Data from 618 members from 144 new venture teams were collected to examine the authors’ hypothesis.FindingsThe authors find a U-shaped relationship between the strength of entrepreneurial teams' personality-faultline and entrepreneurial performance. Additionally, shared leadership negatively moderates this U-shaped relationship. Specifically, when the entrepreneurial team has a high level of shared leadership, both the positive and negative relationships between the strength of the personality faultlines and entrepreneurial performance are weaker.Originality/valueThe research offers important theoretical and practical implications for the formation of entrepreneurial teams.

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创业团队的个性-火线力量和绩效：非线性关系和边界条件

本文旨在探讨团队个性缺陷对创业绩效的影响。此外，本文还验证了共同领导对两者之间联系的调节作用。作者重点研究了上层理论和社会认同理论，以及创业团队中的人格缺陷。设计/方法/途径利用在中国收集的数据进行了在线调查。研究结果作者发现，创业团队的人格缺陷线强度与创业绩效之间存在 U 型关系。此外，共同领导对这种 U 型关系有负面调节作用。具体来说，当创业团队具有较高的共享领导力时，个性缺陷线强度与创业绩效之间的正负关系都会减弱。

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来源期刊

Journal of Organizational Change Management MANAGEMENT-

CiteScore

5.80

自引率

3.60%

发文量

期刊介绍： ■Adapting strategic planning to the need for change ■Leadership research ■Responsibility for change implementation and follow-through ■The psychology of change and its effect on the workforce ■TQM - will it work in your organization? Successful organizations respond intelligently to factors which precipitate change. Economic climates, political trends, changes in consumer demands, management policy or structure, employment levels and financial resources - all these elements are constantly at play to ensure that organizations clinging on to static structures will ultimately lose out. But change is a dynamic and alarming thing - this journal addresses how to manage it positively.