I think it's way more important. When you're working productively with people you enjoy working with, it's almost hard to imagine feeling bad about your job.
This is one key advantage of startups, actually. Just take your dream team, and co-found a startup with them. Find the business that your particular group can excel at. The more this becomes a viable alternative to just taking a job, the more we'll be optimizing the matching of great teams to big opportunities.
That's a fun way of thinking, but it distorts the reality of a startup. Startups are far more then JUST a team, its a combination of a good idea, and resources. Added to that, the team is probably a much different kind of team then what your average enterprise is probably looking for. Though much of the skillset that makes a great startup team converges with what makes a great say enterprise software team, there's also significant differences. For instance a startup team isn't going anywhere without a member with suburb marketing skills. In an enterprise though the team that markets the software is very likely to be different than those that develop it.
Of course you need a good idea and resources. But success in an enterprise environment also requires more than just the team. It requires developing a clear vision of what you're going to build, participation from marketing and sales teams, and navigating internal politics. Not to mention ongoing commitment of resources. If you think about the mechanics of providing reasonable guarantees of such support to a group that already identifies as a team, you'll find they mostly reduce to either venture investment or consulting service contracts.
This is one key advantage of startups, actually. Just take your dream team, and co-found a startup with them. Find the business that your particular group can excel at. The more this becomes a viable alternative to just taking a job, the more we'll be optimizing the matching of great teams to big opportunities.