Understanding the dynamics of new venture top management teams: Cohesion, conflict, and new venture performance

Michael D. Ensley; Allison W. Pearson; Allen C. Amason

doi:10.1016/S0883-9026(00)00065-3

Understanding the dynamics of new venture top management teams: Cohesion, conflict, and new venture performance

Michael D. Ensley, Allison W. Pearson, Allen C. Amason

Management

Research output: Contribution to journal › Article › peer-review

436 Scopus citations

Abstract

Research conducted under the upper echelon perspective has produced consistent evidence of a relationship between top management team (TMT) interaction and firm performance. We draw upon and extend this research in an effort to explain new venture performance as a function of cohesion and conflict within the top management team. Based upon data collected from a sample of 70 new ventures, we find that TMT cohesion is negatively related to affective conflict and positively related to cognitive conflict. As expected then, we also find that TMT cohesion is positively related to new venture growth.

Original language	English
Pages (from-to)	365-386
Number of pages	22
Journal	Journal of Business Venturing
Volume	17
Issue number	4
DOIs	https://doi.org/10.1016/S0883-9026(00)00065-3
State	Published - Jul 2002

Scopus Subject Areas

Business and International Management
Management of Technology and Innovation

Keywords

Cohesion
Conflict
New ventures
Performance
Top management teams

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10.1016/S0883-9026(00)00065-3License: Unspecified

Cite this

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Understanding the dynamics of new venture top management teams: Cohesion, conflict, and new venture performance

Abstract

Scopus Subject Areas

Keywords

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