Top management team process, shared leadership, and new venture performance: A theoretical model and research agenda

Michael D. Ensley, Allison Pearson, Craig L. Pearce

Research output: Contribution to journalArticlepeer-review

141 Scopus citations

Abstract

In this paper, we take a behavioral integration perspective [Strategy Leadersh. 25 (1997) 24] in articulating the process through which new venture performance may be explained. In so doing, we integrate concepts from entrepreneurship, top management teams (TMT), group process, and leadership research and propose an input-process-output model for examining new venture TMT (NVTMT) and new venture performance. More specifically, shared leadership is conceptualized as an important antecedent of our process variables-cohesion and collective vision-which in turn are conceptualized as being positively and reciprocally related and important antecedents of new venture performance. Our model also proposes several moderators that may change the relationships in the model.

Original languageEnglish (US)
Pages (from-to)329-346
Number of pages18
JournalHuman Resource Management Review
Volume13
Issue number2
DOIs
StatePublished - 2003

All Science Journal Classification (ASJC) codes

  • Applied Psychology
  • Organizational Behavior and Human Resource Management

Fingerprint

Dive into the research topics of 'Top management team process, shared leadership, and new venture performance: A theoretical model and research agenda'. Together they form a unique fingerprint.

Cite this