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Innovative Entrepreneurial Teams: The Give and Take of Trust and Conflict
Author(s) -
Khan Mohammad Saud,
Breitenecker Robert J.,
Gustafsson Veronika,
Schwarz Erich J.
Publication year - 2015
Publication title -
creativity and innovation management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.148
H-Index - 60
eISSN - 1467-8691
pISSN - 0963-1690
DOI - 10.1111/caim.12152
Subject(s) - cornerstone , task (project management) , cognition , entrepreneurship , incubator , empirical research , psychology , business , team composition , marketing , knowledge management , social psychology , management , computer science , economics , art , philosophy , finance , epistemology , neuroscience , microbiology and biotechnology , visual arts , biology
Entrepreneurship research lacks empirical evidence about interactions between entrepreneurial team members . This paper examines the role of trust ( cognitive and affective ) and conflict ( task and relationship ) on team performance ( effectiveness and efficiency ) of innovative entrepreneurial teams . Data originated from 88 incubator‐based entrepreneurial teams in Austria . Results indicate that cognitive trust is the cornerstone of innovative entrepreneurial team performance . To maximize efficiency , such teams would rely on high cognitive trust and low task conflict . Nonetheless , the guidelines for being effective centre around high cognitive trust coupled with low task and relationship conflict .