Chaptergreen2002

2. The Company They Keep: Founders' Models for Organizing New Firms

59 citations0/0 files storedStanford University Press eBooks

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Entrepreneurship Studies and Influences Human Resource and Talent Management Private Equity and Venture Capital

Abstract

[Excerpt] This chapter examines the employment models founders use as they begin to construct new firms. The empirical setting is a sample of emerging technology firms in Silicon Valley. This chapter focuses on two questions: (1) Why are new firms founded under different conceptual models? and (2) What are the factors that lead a founding team to espouse a particular employment model?

Citations in this library

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2010The Impact of Founders' Professional-Education Background on the Adoption of Open Science by For-Profit Biotechnology Firms 2013Relational Pluralism in De Novo Organizations: Boards of Directors as Bridges or Barriers to Diverse Alliance Portfolios?2012Continuity and change in a spin-off venture: the process of reimprinting 2011Institutional Labor Economics, the New Personnel Economics, and Internal Labor Markets: A Reconsideration 2019Imprinting founders’ blueprints on management control systems 2011Knowledge assimilation processes of rapidly internationalising firms 2009The adoption of human capital services by small and medium enterprises: A diffusion of innovation perspective 2020Knowledge sharing and innovation capability at both individual and organizational levels: An empirical study from Vietnam’s telecommunication companies

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