ASIA unversity:Item 310904400/110788
English  |  正體中文  |  简体中文  |  全文笔数/总笔数 : 94286/110023 (86%)
造访人次 : 21659427      在线人数 : 200
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜寻范围 查询小技巧：
  • 您可在西文检索词汇前后加上"双引号"，以获取较精准的检索结果
  • 若欲以作者姓名搜寻，建议至进阶搜寻限定作者字段，可获得较完整数据
    •  进阶搜寻
    ASIA unversity > 管理學院 > 經營管理學系  > 期刊論文 >  Item 310904400/110788


    jsp.display-item.identifier=請使用永久網址來引用或連結此文件: http://asiair.asia.edu.tw/ir/handle/310904400/110788


    题名: The Trinity of Social Interaction in Entrepreneurial Teams: Cognition, Conflicts, and Cohesion
    作者: 陳明惠;Chen, Ming-Huei;張佑宇;Chang, Yu-Yu;張元杰;Chang, Yuan-Chieh
    贡献者: 經營管理學系
    日期: 2017-10
    上传时间: 2018-04-03 01:45:59 (UTC+0)
    摘要: Purpose

    Cognition, conflict and cohesion constitute an inseparable body of group dynamics in entrepreneurial teams. There have been few studies of how entrepreneurial team members interact with each other to enhance venture performance. The purpose of this paper is to develop and test a model that explains the trinity of cognition, conflict and cohesion in terms of social interaction between entrepreneurial team members.
    Design/methodology/approach

    Drawing upon the existing literature concerning entrepreneurial teams, the hypothesized model posits that shared cognition influences team cohesion through the mediating effects of intra-team conflicts. The model also postulates that team cohesion is positively associated with new venture performance and entrepreneurial satisfaction. Structural equation modeling is used to test the hypothesized model, using data that were collected from 203 entrepreneurial teams from technology-based companies in Taiwan.
    Findings

    The results show that shared cognition in entrepreneurial team members maintains team cohesion by restraining conflict and that team cohesion has a positive influence on entrepreneurial members’ satisfaction and new venture profitability.
    Practical implications

    The leader of a new venture team must endeavor to improve shared cognition between entrepreneurial members. To strengthen shared cognition, the leader can hold formal workshops to build consensus, informal meetings to share views, or use social media to enhance common understanding.
    Originality/value

    This paper verifies the connections between shared cognition, conflicts and cohesion in entrepreneurial teams in predicting new venture success and highlights the importance of cultivating a shared cognition in an entrepreneurial team to manage conflicts.
    關聯: International Journal of Entrepreneurial Behaviour & Research
    显示于类别:[經營管理學系 ] 期刊論文

    文件中的档案:

    档案 大小格式浏览次数
    index.html0KbHTML286检视/开启


    在ASIAIR中所有的数据项都受到原著作权保护.

    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回馈