The CEO, venture capitalists, and the board

Article Abstract:

The composition of the board of directors and the activities of board members of 162 high technology companies in California, Massachusetts and Texas were studied to determine the extent to which venture capitalists add value besides money. It was discovered that these companies had small boards dominated by venture capitalists. These boards only increased in size when the company grew. Outsider board members were seen to be useful in monitoring financial performance, as sounding board to management and in selecting a new CEO.

Investors, not elsewhere classified, Management, Corporate directors, Venture capital companies, Chief executive officers

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The evolution of new technology ventures over 20 years: patterns of failure, merger, and survival

Article Abstract:

An evaluation of venture companies in the information processing industry is presented. A study of business ventures established between Jan 1960 and Jul 1969 yielded common denominators of business success, failure and mergers. Management/key employee problems, product/market problems and financial difficulties are pointed out as causes of failure. The identified success factors are the desire to succeed, loyalty to a chosen product or technology and commitment to customer satisfaction.

New business enterprises, Startups, Business success, Business failures

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Theory building in the entrepreneurship paradigm

Article Abstract:

The concept of entrepreneurship does not easily lend itself to scientific analysis. Most mathematical models do not easily explain entrepreneurship since it has numerous characteristics that defy mathematical conceptualization. It is proposed that chaos theory may be used in contructing a paradigm of entrepreneurship since it deals with changing events and it attempts to resolve nonlinear and unstable discontinuities.

Usage, Mathematics, Chaos theory, Chaotic systems, Entrepreneurship

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