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Cultural Diversity in Entrepreneurial Teams: Findings of New Ventures in Germany
Author(s) -
Bouncken Ricarda B.
Publication year - 2004
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/j.0963-1690.2004.00313.x
Subject(s) - context (archaeology) , diversity (politics) , space (punctuation) , creativity , cultural diversity , marketing , entrepreneurship , process (computing) , business , sociology , core (optical fiber) , knowledge management , economic geography , public relations , psychology , social psychology , political science , economics , computer science , anthropology , geography , telecommunications , archaeology , finance , operating system
This paper explores how entrepreneurs from different national cultures deal with cultural diversity of their entrepreneurial teams. The explorative research looks at six case studies in different stages of the venture process. The paper delivers insights from early to later phases of start‐ups. From the case‐study research and theoretic considerations the paper develops different propositions. Core findings are: first, in cross‐cultural teams monochronic/low‐context/high‐space entrepreneurs strongly structure tasks. Second, polychronic/high‐context/low‐space founders tend to supply external contacts to the diverse team. Third, polychronic/high‐context/low‐space founders have a propensity to stimulate communication procedures. Fourth, enhanced communication in cross‐cultural teams seems to be related to creativity. At last, monochronic/low‐context/high‐space founders tend to deny positive effects from cultural diversity.