Boards of Directors in New Ventures
Bibliographic Data
| ID | 23626196 |
|---|---|
| Authors | Dan R Dalton (Indiana University Bloomington), Catherine M Dalton (0000-0002-6498-5959, Indiana University Bloomington) |
| Year | 2015 |
| Pages | 1-3 |
| Publication date | 2015-01-21 |
| Open Access | Yes |
| Type | CHAPTER |
| Venue | Wiley Encyclopedia of Management (SOURCE_BOOK) |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/9781118785317.weom030007 |
| OpenAlex | W1502153921 |
| ISBN | 9781118785317 |
| Language | EN |
| References cited | 7 |
Board independence is an important element in the perception of the quality of a firm's governance. This issue, however, can be exacerbated for new ventures because the CEOs are often the founders. For the new venture, then, it is possible that (i) the founder is the CEO , (ii) the founder is also the board chairperson, and (iii) the board is not independent. Importantly, the perceived lack of independent governance in a new venture can adversely affect its relationship with external constituencies – constituencies that may be critical for the new venture's growth and success.
Affect (linguistics) · Business · Corporate governance · Economics · Element (criminal law) · Entrepreneurship · Independence (probability theory) · Management · New Ventures · Perception · Political science · Quality (philosophy) · Sociology · Venture capital · Accounting · Corporate Finance and Governance · Corporate Insolvency and Governance · Finance · Law · Marketing · Private Equity and Venture Capital · Psychology
| Highly cited | No |
|---|