Corinne Post

We introduce the concept of team entrepreneurial passion (TEP), a team-level construct representing the level of shared intense positive feelings for a collective and central team identity for new venture teams (NVTs). Additionally, we develop a dynamic theoretical model of (a) the processes by which TEP can emerge from different combinations of new venture team members' individual entrepreneurial passions; (b) the influence of TEP on team and individual member outcomes; and (c) the relative importance of TEP emergence and influence processes at different venture stages. Our model has theoretical and practical implications for scholarship concerning affective diversity, shared affect, collective identity, NVTs, and entrepreneurial passion.

This study uses qualitative interviews with 50 working and middle class African-Americans to explore how they use social capital resources from their strong and weak ties to obtain education and jobs. As expected, the strong tie relationships of middle class blacks provided college information, while the working class did not discuss such assistance. The working class respondents relied primarily on strong tie relationships for social capital resources, but this did not always improve their career trajectories. Conversely, the middle class interviewees' networks consisted of both strong and weak ties who offered social capital resources that helped with their careers. Still, while both class groups had social ties that provided information about jobs, neither group knew many people who could actually hire them. Thus, while the middle class respondents had greater access to social capital resources, their advantages were not as large as one might expect, given their class divisions.

Workforce diversity refers to the composition of work units in terms of the cultural or demographic characteristics that are salient and symbolically meaningful in the relationships among group members. Although generally thought of as the purview of management research, the topic of workforce diversity draws from and is relevant to research from sociology and psychology. In this review, we highlight two issues: (a) the importance of the substantial research on inequality to an adequate understanding of workforce diversity and (b) the need to link discussions of workforce diversity to the structural relationships among groups within the society. We organize the review in terms of three dimensions of the relationships among groups: power, status, and numbers (or composition). We highlight research from sociology, psychology, and management and show similarities and gaps across these fields. We also briefly discuss the outcomes of workforce diversity in the workplace.