Resolving the tensions between monitoring, resourcing and strategizing: Structures and processes in high technology venture boards

Zhang, Joanne Jin, Baden-Fuller, Charles and Pool, John K. (2011) Resolving the tensions between monitoring, resourcing and strategizing: Structures and processes in high technology venture boards. Long Range Planning, 44 (2). pp. 95-117.

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Abstract

There are key tensions between the two sides of a board's institutional role and function – of controlling and monitoringvs. that of resource gathering and strategizing. Drawing on a 38 month field study of eight new ventures in the UK hightechnology sector, we take a close look at the structural composition, knowledge base and behaviours of board directors in early stage hightechnologyventures. Our findings suggest that the early ventureboard, which typically consists of part-time members with diverse knowledge background, can be seen as an extension of the full time internal top management team. Together – as ‘collective entrepreneurs’ – they play a vital role in the venturing process, pointing to a collaborative model between inside senior executives and outside board directors that goes beyond the principal-agency model. We discuss the wider implications of our work for the field generally.

Item Type:	Article
Faculty \ School:	Faculty of Social Sciences > Norwich Business School
Depositing User:	Anna Flack
Date Deposited:	10 Aug 2012 12:11
Last Modified:	13 Jan 2024 01:20
URI:	https://ueaeprints.uea.ac.uk/id/eprint/39326
DOI:	10.1016/j.lrp.2010.12.004

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