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ABSTRACT
Using a qualitative multiple-case study approach and data from four high-technology team startups, we elaborate a theory on organizing entrepreneurial actions as team efforts and the kinds of interactions that reinforce collectiveness amongst entrepreneurial teams. Through systematic thematic analysis, we find that entrepreneurial action reinforces collectiveness through and during (a) the joint analysis and planning of entrepreneurial opportunities and strategies, (b) the joint decision-making and realization of opportunities and (c) the evaluation, feedback and sanction of entrepreneurial action. We analyse the dimensions through Giddens’s ideas on the duality of structures and agencies. We identify interactions that reflect a joint elaboration of opportunities, open and continuous sharing of knowledge and feelings, equality and democracy, joint effort and credit, informality and lack of bureaucracy, and feedback and helping. Our insights could be applied to create collectively entrepreneurial teams and to design education and training activities at a macro level to enable regional development.
Disclosure statement
No potential conflict of interest was reported by the authors.
Notes
1. We include concepts from both the team entrepreneurship (which mainly refers to new ventures) and collective entrepreneurship (which mainly refers to established organizations) literature to the extent that they intertwine and draw from one another (see, e.g. Cooney Citation2005; Lechler Citation2001) and help provide an understanding that is as extensive as possible. We refer to this literature using the word ‘multi-individual’.