Entrepreneurial team and strategic agility: a conceptual framework and research agenda

Research output: Contribution to journalArticlepeer-review

Authors

External organisations

  • University of Reading
  • School of Economics and Management, Beijing Jiao Tong University, Beijing 100044, China

Abstract

To be agile, responsive and innovative seems to have become prerequisites for long-term growth and success for any organizations operating in an increasingly volatile, uncertain, complex and ambiguous (VUCA) world. This paper argues that such prerequisites, in turn, are dependent on the organization's abilities to harness team-level entrepreneurial behaviours, talents and activities as drivers of continuous strategic agility and innovation through an effectively managed HRM process. It illustrates this argument by conducting a synthesized review of the literature streams of entrepreneurial team and strategic agility and developing a conceptual framework that links them together. Rooted in the micro-foundational perspective, this review examines the relationship between key conceptual dimensions of entrepreneurial team and strategic agility, and explores the connections between these two literature streams. Our findings suggest the potential value from a cross-fertilization approach, and points out the future research directions through which these literature streams might be advanced collectively and effectively. Our research sheds some important light on the relationship between strategic agility and HRM through the lens of managing effective entrepreneurial teams in differing contexts.

Details

Original languageEnglish
Article number100696
Number of pages34
JournalHuman Resource Management Review
Volume30
Issue number1
Early online date23 Jun 2019
Publication statusPublished - Mar 2020

Keywords

  • Cognition, Context, Entrepreneurial team, HRM, Micro-foundation, Strategic agility