Please use this identifier to cite or link to this item:
|Title:||Strategizing the IT entrepreneurial teams: A dynamic equilibrium perspective||Authors:||Feng, Y.
|Issue Date:||2013||Citation:||Feng, Y.,Heng, C.S. (2013). Strategizing the IT entrepreneurial teams: A dynamic equilibrium perspective. International Conference on Information Systems (ICIS 2013): Reshaping Society Through Information Systems Design 4 : 3572-3594. ScholarBank@NUS Repository.||Abstract:||We conducted a multiple case study on six IT entrepreneurial firms to examine and compare their differences. Results show that as they evolve from emergence stage to early growth stage, they encounter misalignments between venture strategies and entrepreneurial teams' social capital configurations, prompting adjustments to achieve dynamic equilibriums. Differentiating between IT product and IT service entrepreneurial firms, we found that IT product entrepreneurial firms switch their team management strategy from Interests Alignment to a combination of Diversifying Expansion, Functional Specialization, Cognition Unification and Competition Promotion when their venture strategy changes from product R&D at the emergence stage to market expansion at the early growth stage. Conversely, IT service entrepreneurial firms switch from the combination of Diversifying Expansion, Cognition Unification and Competition Promotion to Interests Alignment when their venture strategy evolves from market expansion at emergence stage to service R&D at the early growth stage. Important theoretical and practical implications are drawn. © (2013) by the AIS/ICIS Administrative Office All rights reserved.||Source Title:||International Conference on Information Systems (ICIS 2013): Reshaping Society Through Information Systems Design||URI:||http://scholarbank.nus.edu.sg/handle/10635/78362||ISBN:||9781629934266|
|Appears in Collections:||Staff Publications|
Show full item record
Files in This Item:
There are no files associated with this item.
checked on Sep 22, 2022
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.