The paper focuses on how a founding team's cognitive diversity shapes the creation of a venture's culture and how this impacts venture outcomes such as reliability, legitimacy, and stakeholder engagement. The model presented in the paper serves as an initial step towards understanding culture creation in new ventures, hoping to inspire further research on the topic.

The boundaries of rationality's utility or disutility in entrepreneurship are unclear.

“Opportunity” as intentional content vs. opportunity as conditions of satisfaction

Which team configurations of imaginativeness result in higher quality new venture ideas? Which configurations result in lower quality new venture ideas?