ABSTRACT
This chapter looks at how entrepreneurial teams should be constituted and managed, combining the latest research on entrepreneurial teams with the results of the own case study analyses. It focuses on two key factors for success in the creation and management of entrepreneurial teams: the existence of complementarities within the team and the team's ability to develop collective skills. Sooner or later, entrepreneurial teams find themselves needing to cover the company's key operational fields: research and development, production, marketing and sales, finance and management. As with skills, the analysis of complementarities in terms of personalities and aptitudes should be carried out openly, first at an individual level, and then collectively. Entrepreneurship research shows the benefits of the leader of an entrepreneurial team adopting an "open style, that shares communication, a critical ability and persuasion" in order to encourage the emergence of the collective competence necessary for the team to learn from past experiences together.
