How Lead Founder Personality Affects New Venture Performance: The Mediating Role of Team Conflict

被引：74
|
作者：
de Jong, Ad [1 ]
Song, Michael [2 ,3 ]
Song, Lisa Z. [2 ]
机构：
[1] Eindhoven Univ Technol, NL-5600 MB Eindhoven, Netherlands
[2] Univ Missouri Kansas City, Kansas City, MO USA
[3] Univ Twente, NL-7500 AE Enschede, Netherlands
来源：
JOURNAL OF MANAGEMENT | 2013年 / 39卷 / 07期
关键词：
lead founder personality; task and relationship conflict; founding TMT; TOP MANAGEMENT TEAMS; STRATEGIC DECISION-MAKING; MEDIUM-SIZED FIRMS; 5-FACTOR MODEL; UPPER ECHELONS; BIG; CHARISMATIC LEADERSHIP; MEMBER SATISFACTION; COGNITIVE CONFLICT; TASK CONFLICT;
D O I：
10.1177/0149206311407509
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
This empirical study of 323 new ventures examines how task and relationship conflict in the founding top management team mediates the effect of lead founder personality on new venture performance. The results reveal that (1) openness and agreeableness increase task conflict, whereas conscientiousness decreases it, and (2) openness, extraversion, and conscientiousness decrease relationship conflict, whereas neuroticism increases it. Furthermore, task conflict increases venture performance, whereas relationship conflict decreases venture performance and weakens the positive effect of task conflict. In addition, task and relationship conflict do not mediate the effect of extraversion, and they only partially mediate the effects of openness and neuroticism on new venture performance. Openness and neuroticism exert a direct impact on new venture performance, in addition to their indirect impact through task and relationship conflict.
引用
收藏
页码：1825 / 1854
页数：30
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