Abstract

Drawing on a longitudinal multiple case study approach and data on 12 entrepreneurial teams this article develops a model of how initially convergent or divergent visions held by entrepreneurial team members shape opportunity development, team interactions, and venture performance. Although previous work has emphasized the importance of convergent visions for venture performance, we found that both convergent and divergent visions can lead to venture success. More specifically, different opportunity development patterns among convergent and divergent vision teams emerged as crucial factors that connected different approaches to success: Successful teams with divergent visions adopted professionalized decision making processes, while successful teams with convergent visions needed to be flexible and open-minded in their opportunity development. Besides, we show that teams’ initially divergent visions can converge over time. We discuss the implications for research on opportunity development, entrepreneurial visions, and entrepreneurial teams.

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