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
Our Archive

Upload a copy of this paper     Check publisher's policy     Papers currently archived: 28,824
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
Linking Board Types to Key Board Roles.Marie Josee Roy - 2009 - International Journal of Business Governance and Ethics 4 (3):298.

Add more citations

Similar books and articles
Corporate Governance and Board Effectiveness 2.Richard Leblanc - 2007 - International Journal of Business Governance and Ethics 3 (2):106-112.
Corporate Governance Practices in Publicly Quoted Companies in Nigeria.Chris Ogbechie & Dimitrios N. Koufopoulos - 2007 - International Journal of Business Governance and Ethics 3 (4):350-381.
Company Growth and Board Attitudes to Corporate Social Responsibility.Coral B. Ingley - 2008 - International Journal of Business Governance and Ethics 4 (1):17.
Price Fixing in the Icelandic Oil and Gas Industry: Where Were the Boards?Eythor Ivar Jonsson - 2007 - International Journal of Business Governance and Ethics 3 (2):163-178.
Governance and Social Information Disclosure Evidence From the UK.Sepideh Parsa, Reza Kouhy & Christos Tzovas - 2007 - International Journal of Business Governance and Ethics 3 (3):205-222.
The Governance Role of the Board in Corporate Strategy: An Initial Progress Report.Chris Bart - 2004 - International Journal of Business Governance and Ethics 1 (s 2-3):111-125.
Are East Asian Companies Benefiting From Western Board Practices?John Nowland - 2008 - Journal of Business Ethics 79 (1/2):133 - 150.

Monthly downloads

Added to index


Total downloads

109 ( #46,144 of 2,178,170 )

Recent downloads (6 months)

5 ( #54,693 of 2,178,170 )

How can I increase my downloads?

My notes
Sign in to use this feature

There  are no threads in this forum
Nothing in this forum yet.

Other forums