Strategic consensus at founding and product innovation performance in high-tech ventures

Li Qun Wei*, Yan Ling, Franz W. Kellermanns, Yuli Zhang

*Corresponding author for this work

Research output: Contribution to journalJournal articlepeer-review

1 Citation (Scopus)

Abstract

This study examines whether high-tech ventures would be better at product innovation if their top management team (TMT) members had higher levels of strategic consensus at founding, and, if so, how it happens. Taking the entrepreneurial process model (EPM) as our research lens, we propose that TMT strategic consensus can streamline opportunity recognition, leading to faster TMT decision-making; higher TMT decision speed then facilitates opportunity exploitation in which product innovation is realized. We also suggest that this indirect influence is contextually sensitive; that is, external conditions (specifically, environmental competitiveness) negatively moderate the relationship between strategic consensus and decision speed, and internal conditions (specifically, structural specialization among TMT members) positively moderate the relationship between decision speed and product innovation. Drawing on a sample of 92 Chinese high-tech ventures and using a lagged, multiple-respondent design, we found support for these arguments.

Original languageEnglish
Article number115082
Number of pages15
JournalJournal of Business Research
Volume188
DOIs
Publication statusPublished - Feb 2025

Scopus Subject Areas

  • Marketing

User-Defined Keywords

  • Decision Speed
  • Product Innovation
  • Strategic Consensus
  • Team Structure
  • Top management team (TMT)

Fingerprint

Dive into the research topics of 'Strategic consensus at founding and product innovation performance in high-tech ventures'. Together they form a unique fingerprint.

Cite this