Top management teams and the performance of entrepreneurial firms

Kathleen Eisenhardt ()

Small Business Economics, 2013, vol. 40, issue 4, 805-816

Abstract: This article examines why some entrepreneurial firms succeed while others do not. The focal explanation is top management teams, including several studies that address when and how top management teams are likely to influence entrepreneurial firm performance. There are several insights. First, large and diverse teams with a history of working together are more likely to succeed. This effect is particularly large when they launch in growth markets. Second, teams are effective in making strategic decisions when they are fast, highly conflictual, and still get along. Third, they are also effective when they rely on “simple rules” heuristics to perform significant activities like new product development and internationalization that nonetheless happens often. A further insight is that these “simple rules” can become the strategy of their firms. Fourth, more effective teams continuously organize the structures of their firms at the “edge of chaos”. Overall, top management teams emerge as central to the success (or lack thereof) of entrepreneurial firms. Copyright Springer Science+Business Media New York 2013

Keywords: Entrepreneurship; Top management teams; Firm performance; Strategic decision making; Heuristics; Organizational structure; Organizational processes; Edge of chaos; Strategy as simple rules; D22; L10; L25; L26 (search for similar items in EconPapers)
Date: 2013
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Citations: View citations in EconPapers (18)

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DOI: 10.1007/s11187-013-9473-0

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