Abstract

The significance of learning in the context of entrepreneurship has been acknowledged for several years (Harrison and Leitch, 2005; Cope, 2005; Cope and Watts, 2000). Minniti and Bygrave (2001, p.7) conclude that “entrepreneurship is a process of learning, and a theory of entrepreneurship requires a theory of learning.”

I address this gap by combining learning theory and new venture teams. I focus on the experiential learning theory (Kolb, 1984). My research investigates in greater detail the learning asymmetries that exist in new venture teams and the effect of these asymmetries on team conflict as well as team performance (efficiency, effectiveness, speed and conflict).

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