Hey, I’m

Moran
Lazar

PhD Candidate

About Me

I am a Ph.D. student at the Faculty of Industrial Engineering and Management, Technion - Israel Institute of Technology.

My multidisciplinary research focuses on the micro underpinnings of entrepreneurship and innovation. I am a research consultant at the Technion Knowledge Center for Innovation and a research fellow at the Technion Entrepreneurship Center.

I am an Ariane de Rothschild Fellow and received the Taub prize for an excellent organizational-behavior Master thesis. I facilitated a women-empowerment program and an HR strategy building for non-profit organizations, both supported unprivileged populations.

 
 

Teaching

Tutoring and teaching assistentships

Faculty of Industrial Engineering and Management; Technion – Israel Institute of Technology.

 

2017-present        Innovation Management (MBA)

2017- 2018            Research in Creativity and Entrepreneurship (graduate)

2016- present       Organizational Behavior (undergraduate)

                              Teaching evaluations: 4.57, 4.80, 4.89, 4.80, 4.79 (scale ranged from 1 to 5)

2016-present        Organizational Behavior (MBA)

2015-2017             Managing Teams in Organizations (MBA)

2015-2017             Leadership and Persuasion (MBA)

 

Research

Publications

Lazar, M., Miron-Spektor, E., Agarwal, R., Erez, M., Goldfarb, B., & Chen, G. (2020). Entrepreneurial team formation. Academy of Management Annals, 14(1), 29–59.

Entrepreneurial team formation—the process through which founders establish a team to start a new venture—has important implications for team performance and entrepreneurial success. Although research on entrepreneurial team formation is gradually growing, it is at a critical juncture and marked by considerable fragmentation. In part, this is because scholars have examined entrepreneurial team formation through different disciplinary lenses and within very different contexts. Our structured content analysis situates the literature based on questions addressed for new venture team formation, such as why, how, when, and where entrepreneurial teams are formed. The resulting integrative framework delineates the dynamic nature of the formation process, the origins of new venture teams, primary formation strategies used to initiate cofounding relations, and their effects on team characteristics, processes, and performance. Two key insights emerge to guide future research. One, the need for integration, especially across disciplines and contexts, acknowledging the role of the latter in shaping the formation process. Two, the need to embrace (self-) selection and endogeneity of founding characteristics, processes, and performance outcomes to the antecedent formation stage. We conclude that entrepreneurial team formation research is a fertile ground that has met merely a fraction of its potential to advance important knowledge in the field.

Lazar, M., Miron-Spektor, E., Chen, G., Goldfarb, B., Erez, M., & Agarwal, R. (In-press). Forming Entrepreneurial Teams: Mixing Business and Friendship to Create Transactive Memory Systems for Enhanced Success. Academy of Management Journal.

Successfully navigating through critical uncertainties during the incipient stages requires new ventures to develop learning systems, and building the right team may be key in this process. Drawing on prior work indicating that entrepreneurial teams form using either an interpersonal-attraction strategy (relationships with similar others in a close network) or a resource-seeking strategy (instrumental focus on complementary skills), we theorize that a dual formation strategy, although challenging to execute, is critical for early performance. Using dual formation strategies from the onset fosters the development of stronger transactive memory systems, because close relationships facilitate smooth coordination among founders specializing in complementary tasks. Transactive memory systems thus mediate the relationship between formation strategies and early entrepreneurial success. Findings from two field observational studies and a field intervention study support our theory: teams formed based on a dual strategy raised greater seed funding on Kickstarter – a leading crowdfunding platform (Study 1), were more successful in a prestigious entrepreneurial competition (Study 2), and gained more profits from selling their initial products (Study 3). Our research advances knowledge on entrepreneurial team formation and offers practical recommendations to facilitate this process at such nascent, but critical stages.

Fellowships, Awards, and Honors

2020 Kauffman Best Paper Award in Entrepreneurial Cognition; finalist

2019 Chateaubriand Fellowship of Excellence; awarded by the French Embassy of Israel

2018 Best PhD Paper Award; awarded by the Technion Faculty of Industrial Engineering and Management poster competition

2018 Student representative in the Technion Student Delegation; selected by the Technion Dean of Students and 

          American-Technion Society

2017 Ariane de Rothschild Fellowship of Excellence; awarded by the Edmond the Rothschild Foundation

2017 Taub Prize for Excellent Organizational Research; awarded by the Taub Foundation

2017 Best PhD Paper; awarded by the Center for the Study of Organizations & Human Resource Management, University of Haifa

Public Speaking

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Moran Lazar (5)

Starting-up: How early decisions shape the entrepreneurial journey

 
 

Media Coverage