in this case the nature and the management of employee human resources (cfr. supra). As Borch et al. (1999) noted that certain resource combinations may attract other resources, we can also expect that certain entrepreneur/entrepreneurial team human capital combinations may lead to other employee human resource positions and management practices. This does not only hold for the entrepreneur/entrepreneurial team in the restricted sense, but applies equally to the entrepreneur/entrepreneurial team in the more elaborated sense, as studied in this article. For instance, board members can facilitate better firm access to important resources (Certo et al; 2001; Deutsch & Ross, 2003). Therefore:
Hypothesis 4. The level of entrepreneur/entrepreneurial team human capital has a positive effect on the level of employee human capital.
Hypothesis 5. The level of entrepreneur/entrepreneurial team human capital has a positive effect on the intensity of human resource management.
As mentioned, the full theoretical model is depicted in Figure 1. We explore the effects of entrepreneur/entrepreneurial team on employee human resources, HRM and innovation and of employee human resources and HRM on innovation. Detailed hypotheses are summarized in Table 1, which shows the expected effects of all variables included in the model.