Effective governance for start-up companies: Regarding the board as a strategic resource

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 (categorize this paper)
DOI 10.1504/IJBGE.2007.014319
 Save to my reading list
Follow the author(s)
My bibliography
Export citation
Find it on Scholar
Edit this record
Mark as duplicate
Revision history Request removal from index
Download options
PhilPapers Archive

Upload a copy of this paper     Check publisher's policy on self-archival     Papers currently archived: 16,667
External links
Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
Through your library
References found in this work BETA

No references found.

Add more references

Citations of this work BETA
Marie Josee Roy (2009). Linking Board Types to Key Board Roles. International Journal of Business Governance and Ethics 4 (3):298.

Add more citations

Similar books and articles
Richard 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.
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.
Coral B. Ingley (2008). Company Growth and Board Attitudes to Corporate Social Responsibility. International Journal of Business Governance and Ethics 4 (1):17-39.

Monthly downloads

Added to index


Total downloads

28 ( #111,105 of 1,726,249 )

Recent downloads (6 months)

5 ( #147,227 of 1,726,249 )

How can I increase my downloads?

My notes
Sign in to use this feature

Start a new thread
There  are no threads in this forum
Nothing in this forum yet.