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首页> 外文期刊>Strategic Management Journal >Jewels in the crown: Exploring the motivations and team building processes of employee entrepreneurs
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Jewels in the crown: Exploring the motivations and team building processes of employee entrepreneurs

机译：皇冠上的珠宝：探索员工企业家的动机和团队建设过程

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Research Summary This study examines motivations and team building processes of employee entrepreneurs in the disk-drive industry. Our inductive, grounded theory building approach uncovers that ringleaders-founders who spearhead spinout creation-are driven by a nonpecuniary desire to create in a fertile environment, when they encounter frictions within the parent firm. Cofounders share the desire to create, but ensure departure on good terms to retain the option of returning to paid employment as a safeguard against entrepreneurial risk. We uncover an endogenous team building process in which more successful founding teams engage in "workplace instrumentality"-creating workplaces through deliberate selection of cofounders who have complementary functional knowledge, but are similar in that they possess superior problem-solving abilities, best-in-class talent, and common workplace values. Managerial Summary The paper examines the motivations and founding team building processes of individuals who leave existing firms to create new ventures. In contrast to conventional wisdom that suggests preformed teams working on innovation projects leave together, we find founding teams are created when a "ringleader" chooses to venture out and subsequently seeks out cofounders. Ringleaders and cofounders alike are motivated by a desire to create given fertile opportunities and care deeply about equity, but ringleaders additionally experience at least one organizational push factor. Almost all founding teams are created to ensure the presence of complementary, functional knowledge. However, more successful spinouts also select cofounders who are hands on problem-solvers, best-in-class talent, and who share common workplace values.
机译：研究摘要本研究考察了磁盘驱动器行业中员工企业家的动机和团队建设过程。我们的归纳式，扎实的理论构建方法揭示，当领导者创始人（率先创建衍生产品）受到非金钱的，在肥沃的环境中进行创造的愿望的驱动时，他们会遇到母公司内部的摩擦。联合创始人有创造的愿望，但要确保良好的离职条件，以保留返回有酬工作的选择权，以防范创业风险。我们发现了一个内生的团队建设过程，在这个过程中，更成功的创始团队通过有选择地选择具有互补功能知识的共同创始人，来从事“工作场所工具”的工作场所，这些共同创始人具有类似的优势，即他们具有卓越的解决问题的能力，一流的人才，以及共同的职场价值观。管理摘要本文研究了离开现有公司创建新企业的个人的动机和创建团队的过程。与通常认为从事创新项目的预制团队走在一起的传统观点相反，我们发现，当“领队”选择冒险并随后寻找联合创始人时，创建了创始团队。领导者和联合创始人都渴望创造给定的肥沃机会并深切关注公平，但这些领导者还至少经历了一个组织推动因素。几乎所有创始团队都是为了确保存在互补的功能性知识而创建的。但是，更多成功的公司也会选择共同解决问题的合伙人，一流的人才，并拥有共同的职场价值观。

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