Task Re-allocation in New Venture Teams: A Team Conflict Perspective

This study contributes a novel perspective on how new venture teams navigate task re-allocation during the new venture development phase. It highlights the relevance of task re-allocation conflict, shows how negative affect expectations shape the unfolding of such conflicts, and demonstrates why acting out conflict and its associated negative affect can enable team members to make substantial task re-allocations instead of symbolic ones. The analysis has implications for two bodies of research, which have previously not been considered in tandem: (1) research on task (re-)allocation, professionalization, and structural imprinting in new ventures, and (2) research on team conflict.

Automated summary

This study offers a fresh perspective on the task re-allocation process in new venture teams. It explores the impact of task re-allocation conflict and negative affect expectations on team dynamics and emphasizes the importance of actively addressing conflict to enable substantial task re-allocations. The findings contribute to the understanding of task allocation in new ventures and team conflict research.