Effectiveness of Early Venture Boards: A Grounded Theory Study

Natalia Blagburn

Effectiveness of Early Venture Boards: A Grounded Theory Study

Natalia Blagburn

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Abstract

There is evidence that some boards of early investor-backed tech ventures propel them to the next stage of growth, whilst some others leave founders and shareholders question their effectiveness. Although the research on venture boards has grown considerably over the past ten years, very little is still known about what goes on within the boardroom, especially during the crucial early stages of venture development.

This extended abstract paper consolidates the preliminary findings of an exploratory grounded theory study into the director experiences on early boards of investor-backed tech ventures in the UK. Early results offer a fresh take on the relationship model between board attributes, board role and company performance.

Original language	English
Pages	1-8
Number of pages	8
Publication status	Unpublished - 15 Nov 2020
Event	6th Annual Conference of the International Corporate Governance Society: Corporate Governance and Environmental Sustainability - Old Dominion University, Norfolk, United States Duration: 13 Nov 2020 → 15 Nov 2020 https://odu2020.icgsociety.org/index.html

Conference

Conference	6th Annual Conference of the International Corporate Governance Society
Country/Territory	United States
City	Norfolk
Period	13/11/20 → 15/11/20
Internet address	https://odu2020.icgsociety.org/index.html

Keywords

early venture boards
board effectiveness

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Effectiveness of Early Venture Boards finalAccepted author manuscript, 152 KB

Cite this

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AB - There is evidence that some boards of early investor-backed tech ventures propel them to the next stage of growth, whilst some others leave founders and shareholders question their effectiveness. Although the research on venture boards has grown considerably over the past ten years, very little is still known about what goes on within the boardroom, especially during the crucial early stages of venture development. This extended abstract paper consolidates the preliminary findings of an exploratory grounded theory study into the director experiences on early boards of investor-backed tech ventures in the UK. Early results offer a fresh take on the relationship model between board attributes, board role and company performance.

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Effectiveness of Early Venture Boards: A Grounded Theory Study

Abstract

Conference

Keywords

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