LAUSR

Drawing on the attention-based view, this article examines the effects of top management team (TMT) heterogeneity and shared vision on entrepreneurial bricolage in new ventures, and how the effects are contingent on competitive intensity. It finds that TMT heterogeneity has a positive impact on entrepreneurial bricolage, but the impact is weakened by competitive intensity; TMT shared vision has a positive effect on entrepreneurial bricolage, and this effect does not vary with competitive intensity. This article lays a threshold over which to link TMTs to entrepreneurial bricolage and, thus, enriches our knowledge on the antecedents of entrepreneurial bricolage. Moreover, it offers novel insights into how TMTs matter on the enactment of bricolage, advancing the understanding of the implications of TMT attributes.