PurposeThis article investigates (in)direct relationships between team-level entrepreneurial orientation and team performance, where team entrepreneurial orientation (EO) is measured as a team-level construct, not as concentration of team members' scores. In this article, the authors present and explore how EO-oriented behaviour within a team affect its performance, taking into account the team's trust in a manager and commitment to team and company goals.Design/methodology/approachThis article focuses on a quantitative analysis of 55 teams operating within a large high-tech manufacturing enterprise, gathered through a traditional survey. The conceptual framework for this research was based on the theories of organisational citizenship, extra-role behaviour and social exchange. The authors explain how contextual factors establish a framework which enables team EO transformation towards higher performance of teams.FindingsThe results show that (team) performance benefits from EO-related behaviours. However, individual dimensions of EO are not universally beneficial and need to be combined with a mutual trust and/or commitment to team enterprise's goals to achieve high performance.Originality/valueThe findings provide important insight into which team factors may be targeted at the intervention or support of team members, including managers and immediate superiors who lack an active personality and are not willing to take risks at workplace. The authors adopted EO instruments, mutual trust and commitment from an individual scale to a team one, and also offer new opportunities to analyse such phenomena from a new level and evaluate them from the perspective of team managers.

中文翻译：

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考察团队层面的创业导向与团队绩效之间的关系

目的这篇文章调查了团队层面的创业导向和团队绩效之间的（间接）关系，其中团队创业导向（EO）被衡量为团队层面的结构，而不是团队成员得分的集中度。在这篇文章中，作者介绍并探讨了团队中面向 EO 的行为如何影响其绩效，同时考虑到团队对经理的信任以及对团队和公司目标的承诺。设计/方法/方法本文侧重于对通过传统调查收集了在大型高科技制造企业内运营的 55 个团队。本研究的概念框架基于组织公民、角色外行为和社会交换理论。作者解释了背景因素如何建立一个框架，使团队 EO 转变为更高的团队绩效。结果表明，（团队）绩效受益于与 EO 相关的行为。然而，EO 的各个维度并不是普遍有益的，需要与相互信任和/或对团队企业目标的承诺相结合，以实现高绩效。原创性/价值研究结果提供了重要的洞察力，了解哪些团队因素可能针对干预或团队成员的支持，包括缺乏积极个性且不愿在工作场所冒险的经理和直接上级。作者采用了 EO 工具，从个人规模到团队一的相互信任和承诺，