ABSTRACT
Since the beginning of the 21st century, there has been an explosion in startup organizations. Together, these organizations have been valued at over $3 trillion. In 2019 alone, nearly $300 billion of venture capital was invested globally (Global Startup Ecosystem Report 2020). Simultaneously, an explosion in high volume and high velocity of big data is rapidly changing how organizations function. Gone are the days when organizations can make decisions solely on intuition, logic, or experience. Some have gone as far as to say that data is the most valuable currency and resource available to businesses, and startups are no exception. However, startups do differ from their larger counterparts and corporations in three distinct ways: 1) they tend to have fewer resources, time, and specialized training to devote to data analytics; 2) they are part of a unique entrepreneurial ecosystem with unique needs; 3) scholarship and academic research on human capital data analytics in startups is lacking. Existing entrepreneurship research is primarily conducted in business schools. There needs to be more integration of industrial-organizational psychology and entrepreneurship. This book was designed to do just that: to demonstrate how organizational psychology — with a focus on human capital data and analytics — can advance the science and practice of entrepreneurship.
This book is purposefully designed to address the unique idiosyncrasies of the science, research, and practice of startups and the entrepreneurial ecosystem. Each chapter takes a science-practice perspective, highlighting a specific human capital management topic (e.g., learning and development, team effectiveness, human capital due diligence) and discusses how leveraging data can help enhance decision-making. The volume is grounded in sound theory and practice of organizational psychology, entrepreneurship, and management. It is divided into three parts: (1) human capital assessment and development for startups, (2) understanding startup situations, environments, and support systems, and (3) measuring startup-level performance.
TABLE OF CONTENTS
part I|79 pages
Human Capital Assessment and Development
chapter Chapter 2|16 pages
Work Analysis-based Job Descriptions
chapter Chapter 3|11 pages
Identifying and Measuring Entrepreneurial Talent in the Age of Artificial Intelligence
chapter Chapter 5|22 pages
Selection and Training for Teamwork
chapter Chapter 6|13 pages
Human Capital Due Diligence
part II|114 pages
Startup Situations, Environments, and Support Systems
chapter Chapter 7|12 pages
Opportunity or Threat? Entrepreneurs' Well-Being and Performance in the Data-Driven Era
chapter Chapter 10|26 pages
Promoting Well-Being and Innovation in Startups
part III|85 pages
Measurement of Startup Performance
chapter Chapter 12|22 pages
Cultures of Evaluation Leveraging Academia for Due Diligence in Angel Investments
chapter Chapter 13|36 pages
More Than Money Considering Nonfinancial Measures of Organizational Performance in Startups
chapter Chapter 14|25 pages
Incentivizing Investors to Make Impactful Investments Introducing a Model for Impact-Linked Carry
part IV|7 pages
Concluding Remarks