While research has begun to identify Team Entrepreneurial Passion (TEP) and Team Entrepreneurial Competencies (TEC) as drivers of new venture team (NVT) dynamics, current literature fails to account for how these cognitive elements interact to influence team behavior, particularly throughout the nascent stages of the entrepreneurial process. Previous research has almost exclusively investigated NVT dynamics at later stages, once the NVT is established, has successfully created the venture and begun capturing value from an opportunity they have capitalized on. The purpose of this paper is to fill this void by investigating NVT behavioral dynamics throughout the nascent stages of the entrepreneurial process–from initial venture idea generation, to venture opportunity development, and ultimately action to exploit that opportunity. We conduct multiple longitudinal case studies and observations of NVTs in the food service and fintech industries as the teams progress through the nascent stages of the entrepreneurial process. Bridging three formerly disparate constructs of shared cognition, TEP, and TEC, through the lens of construal-level theory, a conceptual model - of the coherence process of NVTs is developed. Construal levels accounts for the coherence of a NVT towards shared cognition, TEP and TEC and explain how and why differences in these constructs drive varying perceptions and ultimately team behavior and performance. Case study observations illustrate our theory that differences in construal level create conflict in entrepreneurial behavior which hinders NVT performance while congruency in construal level enables NVT coherence and performance. Through construal levels, this research offers novel insights into drivers of abstract, thinking and planning-type behaviors versus concrete, doing-type behaviors. This could inform the management of distinct behavioral approaches in an NVT context. Business incubators, NVTs and various entrepreneurial support programs can empirically test and use this model to understand when and how Shared Cognition, TEP and TEC develop and interact between a NVT’s members to impact team-level behaviors and outcomes.

虽然研究已经开始将团队创业热情 (TEP) 和团队创业能力 (TEC) 确定为新风险团队 (NVT) 动态的驱动因素，但目前的文献未能解释这些认知元素如何相互作用以影响团队行为，尤其是在整个新生阶段创业过程的各个阶段。以前的研究几乎完全调查了后期阶段的 NVT 动态，一旦 NVT 成立，就成功地创建了企业并开始从他们利用的机会中捕捉价值。本文的目的是通过调查整个创业过程的新生阶段的 NVT 行为动态来填补这一空白——从最初的风险创意产生到风险机会的发展，以及最终利用该机会的行动。随着团队在创业过程的初期阶段取得进展，我们对食品服务和金融科技行业的 NVT 进行了多个纵向案例研究和观察。通过解释水平理论的视角，将共享认知、TEP 和 TEC 的三个以前不同的结构连接起来，开发了一个概念模型 - NVT 的连贯过程。解释水平解释了 NVT 对共享认知、TEP 和 TEC 的一致性，并解释了这些结构中的差异如何以及为什么会驱动不同的感知，并最终驱动团队行为和绩效。案例研究观察说明了我们的理论，即解释水平的差异会在创业行为中产生冲突，阻碍 NVT 绩效，而解释水平的一致性则使 NVT 的一致性和绩效成为可能。通过解释层面，这项研究提供了对抽象、思考和计划型行为与具体、做型行为的驱动因素的新见解。这可以为 NVT 环境中不同行为方法的管理提供信息。企业孵化器、NVT 和各种创业支持计划可以通过实证测试和使用该模型来了解共享认知、TEP 和 TEC 何时以及如何在 NVT 成员之间发展和互动，以影响团队级别的行为和结果。