Pamela Nowell

Journal of Business Venturing Insights 24 Doi: https://doi.org/10.1016/j.jbvi.2025.e00562

Being an entrepreneur is often a very emotionally intense experience as entrepreneurs are often driven by strong passion and face many ups and downs in their journey. While prior research has explored relational dynamics in entrepreneurial teams, less is known about how emotional interdependence shapes team functioning over time. Drawing on family systems theory, this paper conceptualizes early-stage entrepreneurial teams as emotionally interdependent systems, offering new insights into why some teams thrive under pressure while others fracture. We argue that team emotion, as well as many team processes and outcomes—such as conflict, turnover, and well-being—emerge not only from individual traits, states, or events, but from underlying and patterned emotional dynamics. In doing so we connect literature on psychological ownership, bonding, and co-founding relationships, offer new conceptual insights, and suggest novel ways of studying early-stage entrepreneurial teams. We conclude with potential research questions to encourage future theory development in the field.

Entrepreneurship Education and Pedagogy (EE&P) 4(3) p. 282-311 Doi: https://doi.org/10.1177/2515127420905890

This article is about entrepreneurial teams and addresses specifically the relationship between the group value consensus and performance. It contributes to previous research on teams in three ways. First, this study addresses the effectiveness of team composition in two different tasks. By doing so, it lends insights into how to compose entrepreneurial teams for improved outcomes. Second, we look specifically at how value composition impacts team performance. Third, we investigate designed teams in a quasi-experimental setting as opposed to organically formed teams com- monly found in other team composition studies. Our study finds that value hetero- geneity is beneficial to external tasks while detrimental to internal tasks.