Chapter 5: People: Leading teams and networks

Debrulle, J., Maes, J., and Sels, L. (2013) ‘Start-up absorptive capacity: does the owner’s human and social capital matter?’ International Small Business Journal, 32, 7: 777­–801.

This article explores how a business owner’s human and social capital in Flemish start-up affects absorptive capacity under different environmental conditions. It concludes that owners’ start-up experience and bridging social capital are positively and significantly related to the new venture’s ability to acquire, assimilate and exploit external information.

Jack, S., Moult, S., Anderson, A. R., and Dodd, D. (2010) ‘An entrepreneurial network evolving: patterns of change’. International Small Business Journal, 28, 4: 315–37.

This case study article considers the development of a network for new entrepreneurs first established by a local enterprise support agency in north-east Scotland. It shows how network structure shifts from calculative to affective ties and demonstrate the importance of social ties for the operation of a network.

Ko, E.-J., Wiklund, J., & Pollack, J. M. (2021). ‘Entrepreneurial team diversity and productivity: the role of family relationships in nascent ventures’. Entrepreneurship Theory and Practice, 45, 2: 386-417.

This study examines how team diversity contributes to team productivity in nascent ventures depending on family relations. Results suggest that age and gender diversity have negative impacts on team productivity, but that family relationships positively moderate these effects.

Piva, E. and Rossi-Lamastra, C. (2016) ‘Should I sell my shares to an external buyer? The role of the entrepreneurial team in entrepreneurial exit’. International Small Business Journal, 35, 6: 777­784.

This quantitative research paper advances the debate on entrepreneurial exit by shedding new light on the role of the entrepreneurial team in the exit process.