Team breakups are a principal reason for new firm failure. One construct central to recent thinking on well-collaborating teams is Hoegl and Gemuenden’s (2001) teamwork quality (TWQ) construct. TWQ has been shown to be a key success factor of innovative teams (e.g. Hoegl et al., 2003; Hoegl & Parboteeah, 2007), yet we know little about what determines positive teamwork quality especially in the nascent venture context.

This study scrutinizes antecedents and environmental as well as structural effects on TWQ. Specifically, this paper studies the decision making style “preference for embracing vs. overcoming contingencies” (cf. Brettel et al., 2012) as one main predictor of TWQ. Further, two main conditions, i.e. the number of defined roles (cf. Dayan and Di Benedetto, 2009) and novelty to the market (cf. Hoegl et al., 2003), are analyzed as contextual moderators.