000			01925nam a22002537a 4500
003			ZW-GwMSU
005			20240814081703.0
008			240814b |||||||| |||| 00| 0 eng d
022			_a02662426
040			_aMSU _bEnglish _cMSU _erda
050	0	0	_aHD2341.167
100	1		_aVyakarnam, Shailendra _eauthor
245	1	0	_aFour themes of the impact of management teams on organizational performance: _bimplications for future research of entrepreneurial teams/ _ccreated by Shailendra Vyakarnam and Jari Handelberg
264	1		_aLondon : _bSage, _c2005.
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aInternational small business journal _vVolume 23, number 3
520	3		_aThis article draws together accumulated research regarding top management teams with the more general literature of work on small groups, and adds detailed interpretation, thereby contributing to the literature on founding/management teams of new ventures. Prior TMT (Top Management Team) research has commonly linked demographic variables to team effectiveness. However, a growing understanding of the effects of teams on organizational performance suggests that besides team demographic variables, more fine-grained variables concerning team and individual processes have to be taken into account in order to better understand the link between entrepreneurial teams and organizational performance. Drawing on a large body of literature, four themes are proposed to illuminate these links in new ventures: resources, structural and process effects of teams, task leadership, and the effects of team members’ personal integration into the task process.
650			_aOrganizational performance _vResearch of entrepreneurial teams _xEntrepreneurship
700	1		_aHandelberg, Jari _eco author
856			_uhttps://doi.org/10.1177/0266242605052072
942			_2lcc _cJA
999			_c166658 _d166658