David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
Learn more about PhilPapers
International Journal of Business Governance and Ethics 3 (3):308-329 (2007)
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)|
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.
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.
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.
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.
Added to index2009-01-28
Total downloads23 ( #87,232 of 1,679,332 )
Recent downloads (6 months)4 ( #60,347 of 1,679,332 )
How can I increase my downloads?