Abstract
Following social cognitive theory and using longitudinal, cross-cultural, and multilevel data, this research demonstrates that as the levels of the cultural shocks that foreign CEOs experienced in the host country rose, top management teams’ (TMTs) intercultural support contributed more to new venture performance through the CEOs’ intercultural self-efficacy. TMTs’ entrepreneurial support was found to be more positively related to foreign CEOs’ entrepreneurial self-efficacy and finally, new venture performance, when the CEOs encountered increased levels of entrepreneurial shocks. Broadly speaking, this research highlights the crucial roles that TMTs play in helping foreign CEOs and their new ventures succeed especially in cross-cultural, entrepreneurial settings. Implications are discussed.
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