Founder's Agreement - Explained
What is a Founder's Agreement?
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Founder's Agreement Definition Academic Research on Founder's Agreement Toward an understanding offounder'ssyndrome: An assessment of power and privilege amongfoundersof nonprofit organizations, Block, S. R., & Rosenberg, S. (2002). Nonprofit Management and Leadership,12(4), 353-368. The author provides different thoughtful insights into the concept of stewardship. The paper analyses the concept of privilege, and how it is held in the act of stewardship. In this paper the author states the term privilege denotes a class structure within governance settings, and selfinterest refers to using one's power (through the exercise of privilege) to ascertain an objective that may not be in accord with others'. Thefounder'sself-assessed competence and venture performance, Chandler, G. N., & Jansen, E. (1992). Journal of Business venturing,7(3), 223-236. This paper seeks to understand organizational founding and the performance of emerging businesses. This study is based on research that identifies the entrepreneurial, managerial, and technical-functional functions as three roles that founders must competently enact in order to be successful. The paper suggests that a business education and experience in general managerial positions lays the groundwork for a successful entrepreneurial career. The capital connection: How relationships betweenfoundersand venture capitalists affect innovation in new ventures, Perry, L. T. (1988). Academy of Management Perspectives,2(3), 205-212. This paper contradicts the popular notion which suggests that venture capitalists greatly influence the development of innovative capacity in new ventures due to the significant financial leverage they wield. This paper finds that the motives of technical founders circumscribe the influence of venture capitalists. The paper shows that founders form companies to pursue their visions of ultimate technologies. Setting the rules: An examination of the influence of organizationalfounders' values, Morley, D. D., & Shockley-Zalabak, P. (1991). Management Communication Quarterly,4(4), 422-449. New to the game and questioning the rules: The experiences and beliefs offounderswho start imitative versus innovative firms, Cliff, J. E., Jennings, P. D., & Greenwood, R. (2006). Journal of Business Venturing,21(5), 633-663. This paper examines how founders' work experiences and beliefs about an industry's prevailing practices influence the degree of novelty exhibited by their firms. The paper aims to show that extensive experience in the core of an organizational field constraints individuals into acting as imitative entrepreneurs essentially reproducing established routines even if they question their legitimacy. Founders, private equity investors, and underpricing in entrepreneurial IPOs, Bruton, G. D., Chahine, S., & Filatotchev, I. (2009). Entrepreneurship Theory and Practice,33(4), 909-928. This paper examines the high importance of an initial public offering (IPO) in an entrepreneurial firm. Combining signaling theory with research on the role of information asymmetry in pricing of IPOs this study examines the performance outcomes of two distinct types of agency conflicts at the time of the IPO: adverse selection and moral hazard. The paper aims to show that retained ownership of business angels has a stronger mitigating effect on adverse selection and moral hazard problems than do venture capitalist investors. Entrepreneurial Law Programs and Legal Needs, Benham, R., Farrell-Clifford, E., Black, S., & Gordon, J. (2013).Transactions: Tenn. J. Bus. L.,15, 727. This paper provides details on a survey carried out by the authors concerning the status of entrepreneurial businesses, with emphasis placed on doctrinal and clinical classes. Founder'shuman capital, external investment, and the survival of new high-technology ventures, Gimmon, E., & Levie, J. (2010). Research Policy,39(9), 1214-1226. This paper analyses the effect of founder characteristics in attracting external investment and enhancing survival of new high-technology ventures. The paper tests the effect of founder characteristics on external investment in and survival of new high-technology ventures by tracking a random sample of 193 high-technology start-ups, all participants in the Israeli Technology Incubator Program. Board composition and high-flyingfounders: Hints of trouble to come?, Ranft, A. L., & O'Neill, H. M. (2001). Academy of Management Perspectives,15(1), 126-138. This paper shows the importance of high flying founders to the economy, and how they greatly affect their businesses. The paper provides different examples of founders and lists the different ways in which they made their businesses excel or fail. The paper shows that successful founding CEOs, however, show a tendency towards adopting weak boards. Farsighted CEOs, and their board-level advisors, can pay attention to the design and behavior of boards in high-flying firms. THE IMPACT OFFOUNDER'SPERSONALITY, EXPERIENCE AND EDUCATION ON TIE STRENGTH TO ACQUIRE STARTUP RESOURCES (SUMMARY), Smith, C., & Denoo, L. (2012). Frontiers of Entrepreneurship Research,32(7), 2. This paper extends social literatures in its field by focusing on how an entrepreneurs previous start-up experience and education may influence his/her propensity of using strong rather than weak ties. The research builds on a database of 147 ties of 82 entrepreneurs. All companies were high tech startups founded between 2006 and 2011. Only financial ties were included.