Abstract
In this paper, we unite upper echelon and conflict theories to provide deeper understanding of how top management team (TMT) characteristics, and the interplay between TMT characteristics and board strategic involvement, result in venturing team effectiveness. In order to do so, we build upon data collected from 103 Norwegian academic spin-outs. The findings demonstrate that cohesion among TMT members affects TMT effectiveness positively, and that board strategic involvement mediates the relationship between TMT background diversity and TMT effectiveness. Higher levels of TMT diversity result in an increased involvement by the board, in turn resulting in higher TMT effectiveness. The paper concludes with practical and academic implications.
Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
