Polychronicity in New Technological Venture Teams: The Influence of Founder-CEOs' Tertius Iungens Orientation and the Implications for Venture Growth

Abraham Carmeli, Yan Ling, Li Qun Wei, Jun Xia

Research output: Contribution to journalArticlepeer-review

1 Scopus citations

Abstract

Team polychronicity, or a team's preference to engage in multiple events simultaneously, in new ventures has attracted increasing research attention. However, research on the antecedents that cultivate the polychronicity of new venture teams (NVTs) and the boundary conditions under which NVT polychronicity influences new ventures' outcomes has remained underdeveloped both theoretically and empirically. Delving into new technological ventures, we address these issues by developing and testing a model in which founder-CEOs' tertius iungens orientation (TIO) is suggested as an antecedent and new technological venture growth as an outcome of NVT polychronicity, particularly in industries with abundant growth opportunities. The findings based on founder-CEOs and NVT members from 79 new technological ventures lend support to our arguments and offer theoretical insights to the research of NVT management.

Original languageEnglish
Pages (from-to)452-464
Number of pages13
JournalIEEE Transactions on Engineering Management
Volume71
DOIs
StatePublished - 2024
Externally publishedYes

Bibliographical note

Publisher Copyright:
© 1988-2012 IEEE.

Funding

The Eli Hurvitz Institute of Strategic Management at Tel Aviv University. The work of J. Xia was supported by General Research Fund under Grant HKBU292513 by Research Grants Committee, Hong Kong Special Administration Region.

FundersFunder number
Research Grants Committee, Hong Kong Special Administration Region
Tel Aviv University
General Research Fund of Shanghai Normal UniversityHKBU292513

    Keywords

    • Founder-CEO
    • new venture growth
    • new venture team (NVT)
    • polychronicity
    • technology management
    • tertius iungens orientation (TIO)

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