Effective governance for start-up companies: Regarding the board as a strategic resource
International Journal of Business Governance and Ethics 3 (3):308-329 (2007)
| Abstract | Start-up organisations are small companies that experience a high level of growth and considerable risk to their very survival until they evolve into stable, established companies. This situation presents a particular set of challenges in terms of corporate governance, yet research on the governance of start-ups is limited. This research paper examines and comments on the governance of start-up organisations in New Zealand. The study replicates and extends previous New Zealand-based research of boards of established companies. From the data gathered from the two surveys, conclusions can be drawn as to the role and focus of boards in start-ups versus established companies. The results are consistent with a model of active ownership which identifies key differences from established companies that could improve the governance of start-ups. The results also highlight the dependence of what might constitute effective corporate governance for a start-up on the strategic context of the company and its life cycle stage. | |||||||||
| Keywords | No keywords specified (fix it) | |||||||||
| Categories | ||||||||||
| Options |
|
|||||||||
Download options| PhilPapers Archive |
Upload a copy of this paper Check publisher's policy on self-archival Papers currently archived: 5,653 |
| External links |
 |
| Through your library | Configure |
Similar books and articlesRichard Leblanc (2007). Corporate Governance and Board Effectiveness 2. International Journal of Business Governance and Ethics 3 (2):106-112.
Chris Bart (2004). The Governance Role of the Board in Corporate Strategy: An Initial Progress Report. International Journal of Business Governance and Ethics 1 (s 2-3):111-125.
Christopher Low & Christopher Cowton (2004). Beyond Stakeholder Engagement: The Challenges of Stakeholder Participation in Corporate Governance. International Journal of Business Governance and Ethics 1 (1):45-55.
Sepideh Parsa, Reza Kouhy & Christos Tzovas (2007). Governance and Social Information Disclosure Evidence From the UK. International Journal of Business Governance and Ethics 3 (3):205-222.
Eythor Ivar Jonsson (2007). Price Fixing in the Icelandic Oil and Gas Industry: Where Were the Boards? International Journal of Business Governance and Ethics 3 (2):163-178.
Krishna Reddy, Stuart Locke, Frank Scrimgeour & Abeyratna Gunasekarage (2008). Corporate Governance Practices of Small Cap Companies and Their Financial Performance: An Empirical Study in New Zealand. International Journal of Business Governance and Ethics 4 (1):51-78.
Colin Coulson-Thomas (2007). SME Directors and Boards: The Contribution of Directors and Boards to the Growth and Development of Small and Medium-Sized Enterprises (SMEs). International Journal of Business Governance and Ethics 3 (3):250-261.
Coral B. Ingley (2008). Company Growth and Board Attitudes to Corporate Social Responsibility. International Journal of Business Governance and Ethics 4 (1):17-39.
Chris Ogbechie & Dimitrios N. Koufopoulos (2007). Corporate Governance Practices in Publicly Quoted Companies in Nigeria. International Journal of Business Governance and Ethics 3 (4):350-381.
John Nowland (2008). Are East Asian Companies Benefiting From Western Board Practices? Journal of Business Ethics 79 (1/2):133 - 150.
Analytics
Monthly downloads |
Added to index2009-01-28Total downloads17 ( #70,994 of 548,984 )Recent downloads (6 months)0How can I increase my downloads? |
My notes
Discussion
