open innovation

team performance

entrepreneurial orientation

work behavior

organizational culture

shared leadership

task complexity

team

Journal of Business Research

While entrepreneurial orientation (EO) has traditionally been defined and operationalized as a\nfirm-level phenomenon, recent studies extended the construct to the individual-level (IEO). We\ntheorize how teams might draw on the EO of their individual members, forming what we call Team\nEO, and pose that EO will manifest in corollary attitudes and behaviors among employees to enable\nits organizational pervasiveness. Building on social exchange theory, theories of organizational\ncitizenship and extra-role behavior, we conceive and explore how risk-taking, proactiveness, and\ninnovativeness within a team, in conjunction with its trust in the manager and commitment to\ncompany goals, affect performance. Results from an fsQCA analysis with 71 teams from a large\nservice-sector company show that proactiveness and innovativeness serve as substitutes and need\nto be combined with a commitment to company goals to achieve high performance.

Individual and team entrepreneurial orientation: Scale development and configurations for success