Unlocking New Venture Idea Quality Through Team Resilience and Role Conflict
The success of new ventures often depends on the quality of the ideas they generate early on—those game-changing new venture ideas that help them stand out in competitive markets. Although prior research has extensively examined individual creativity, much less is known about how team-level psychological traits influence the quality of these ideas. Our study, published in the Journal of Business Venturing Insights, addresses this gap by focusing on a particularly compelling team-level trait: team narcissism. Understanding how narcissistic tendencies shape team creativity is crucial to unlocking new levers to enhance venture outcomes and improve team performance.
Exploring the complex dynamics of team narcissism
We conducted our study with upper-level undergraduate entrepreneurship students working in teams, simulating real-world startup dynamics. These student teams collaborated to generate, refine, and pitch new venture ideas, which were then evaluated by expert judges. We focused on two critical mechanisms through which team narcissism may influence idea quality: team resilience—the collective ability of the group to bounce back from adversity—and team-level role conflict, defined specifically as tensions caused by unclear, overlapping, or contested roles within the team. Using Structural Equation Modeling (SEM), we examined how team narcissism shaped the quality of new venture ideas through these contrasting pathways, offering a nuanced view of its effects.
Key findings: The double-edged sword of team narcissism
Our results show that team narcissism acts as a double-edged sword. On the one hand, narcissistic teams tend to exhibit greater resilience. Their shared sense of superiority fuels persistence, creative problem-solving, and effective collaboration—factors that contribute positively to the quality of their venture ideas. On the other hand, these same narcissistic tendencies amplify role conflict, where unclear responsibilities and internal competition disrupt coordination and degrade idea quality. Notably, the negative influence of role conflict outweighed the positive influence of resilience, underscoring the importance of managing internal dynamics carefully.
Why these findings matter for entrepreneurs and educators
These insights advance our understanding of how social dynamics shape team creativity in entrepreneurial settings. For entrepreneurs, startup mentors, and educators, the findings point to a clear takeaway: resilience and role clarity are not optional—they are essential. Left unaddressed, role ambiguity can neutralize or even reverse the creative advantages that narcissistic energy may bring. But when channeled appropriately, that same energy can fuel high-quality idea generation. By cultivating a cooperative, well-structured team environment, entrepreneurial teams can transform a potentially disruptive trait into a strategic asset.
Actionable insights: Leading narcissistic teams toward innovation
To unlock the creative strengths of narcissistic teams while minimizing the risks associated with role conflict, leaders should prioritize establishing clear roles and responsibilities from the outset. It is equally important to implement mechanisms that proactively address role ambiguity or overlap, ensuring that each team member understands their individual contribution. Fostering a strong sense of collective identity and shared goals through deliberate team-building practices can also enhance cohesion and collaboration. In addition, encouraging regular reflection and open dialogue helps teams surface and resolve tensions before they escalate. By investing in these strategies, entrepreneurial teams can effectively channel their boldness into innovation and generate high-quality ideas that stand out in competitive environments.
Who should read the full study?
This paper offers valuable insights for entrepreneurship researchers interested in team dynamics and creativity, startup founders and team leaders seeking to enhance team innovation, and educators developing programs that prepare students for collaborative entrepreneurial work. The full article provides a deeper theoretical foundation, robust empirical evidence, and practical recommendations to inform future research, pedagogy, and real-world application.
Explore the complete study here: https://www.sciencedirect.com/science/article/pii/S2352673425000411
Author Bios
Nischal Thapa is an Assistant Professor of Entrepreneurship at the University of Wisconsin–Green Bay. His research focuses on entrepreneurial teams, new venture funding, and early-stage venture development. He teaches courses such as introduction to entrepreneurship, small business management and family entrepreneurship, design thinking and developing business model and entrepreneurial finance.
Puspa Shah is an Assistant Professor of Management at the University of Wisconsin Oshkosh. Her research focuses on new venture ideas, entrepreneurial teams, and new venture funding. She teaches courses such as entrepreneurship, creativity, new product development, and strategic management.