000125735 001__ 125735
000125735 005__ 20240319080948.0
000125735 0247_ $$2doi$$a10.1007/s11365-021-00768-0
000125735 0248_ $$2sideral$$a126065
000125735 037__ $$aART-2022-126065
000125735 041__ $$aeng
000125735 100__ $$aPinzon, N
000125735 245__ $$aThe influence of individual characteristics on getting involved in an entrepreneurial team: The contingent role of individualism
000125735 260__ $$c2022
000125735 5060_ $$aAccess copy available to the general public$$fUnrestricted
000125735 5203_ $$aA traditional stereotype of the entrepreneur is that of a lone hero. However, many entrepreneurs engage in new businesses as members of entrepreneurial teams. These teams usually perform better in terms of employment generation, innovation, and profits. Thus, a relevant question is why some individuals get involved in entrepreneurship through a team rather than alone. Our explanation is focused on two variables related to the entrepreneur''s human capital: their educational level and their intrapreneurial experience. There are conflicting arguments on how these variables lead an entrepreneur to join a team, and we argue that the degree of individualism of the society helps us understand the discrepancies. We use a sample of 66, 716 early-stage entrepreneurs from 66 countries surveyed by the Global Entrepreneurship Monitor between 2014 and 2017. Our results show that entrepreneurs with higher levels of education and intrapreneurial experience are more likely to be involved in the entrepreneurship process as members of teams. However, the effect of educational level is less pronounced in individualist contexts. In addition, we find that the motivation to enter entrepreneurship partially mediates these relationships, as individuals endowed with higher human capital are likely to enter entrepreneurship driven by an opportunistic motivation, which in turns makes them likely to need or join teams to reach their goals.
000125735 540__ $$9info:eu-repo/semantics/openAccess$$aby$$uhttp://creativecommons.org/licenses/by/3.0/es/
000125735 590__ $$a5.6$$b2022
000125735 592__ $$a1.524$$b2022
000125735 591__ $$aMANAGEMENT$$b84 / 227 = 0.37$$c2022$$dQ2$$eT2
000125735 593__ $$aManagement of Technology and Innovation$$c2022$$dQ1
000125735 591__ $$aBUSINESS$$b63 / 154 = 0.409$$c2022$$dQ2$$eT2
000125735 593__ $$aManagement Information Systems$$c2022$$dQ1
000125735 594__ $$a11.5$$b2022
000125735 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/publishedVersion
000125735 700__ $$0(orcid)0000-0001-9493-1583$$aMontero, J$$uUniversidad de Zaragoza
000125735 700__ $$aGonzalez-Pernia, JL
000125735 7102_ $$14012$$2650$$aUniversidad de Zaragoza$$bDpto. Direcc.Organiza.Empresas$$cÁrea Organización de Empresas
000125735 773__ $$g18 (2022), 1103-1140$$tINTERNATIONAL ENTREPRENEURSHIP AND MANAGEMENT JOURNAL$$x1554-7191
000125735 8564_ $$s1295143$$uhttps://zaguan.unizar.es/record/125735/files/texto_completo.pdf$$yVersión publicada
000125735 8564_ $$s1312549$$uhttps://zaguan.unizar.es/record/125735/files/texto_completo.jpg?subformat=icon$$xicon$$yVersión publicada
000125735 909CO $$ooai:zaguan.unizar.es:125735$$particulos$$pdriver
000125735 951__ $$a2024-03-18-12:45:35
000125735 980__ $$aARTICLE