Company Founder Research Articles

Antibody There? Mapping the Human Proteome with Mathias Uhlén

Antibody There? Mapping the Human Proteome with Mathias Uhlén

Founder involvement in CEO turnover

AbstractWe study the role of a company founder in the internal governance of firms. Using a sample of 484 CEO turnovers for 2000–2015, we establish that CEOs are fired for poor performance. However, the likelihood of a poor‐performing founder‐CEO being fired is lower than that of an outsider CEO. Moreover, having a founder as a member of the executive or supervisory board decreases the likelihood that a CEO will be dismissed for poor performance. Similarly, founder ownership may have the same effect on CEO turnover. Finally, being a founder does not guarantee a poor‐performing CEO a chairman position after being fired.

Crystallization of founders' values applied to corporate culture: the meta-analysis of case study

Forming the company's fundamental values is the first problem in building a corporate culture, including in a corporate holding. This success must be efficiently maintained and passed down to all employees from top management to lower-level executors, even if necessary, in the framework of organizational sustainability for the company. Furthermore, the founder's responsibility is to add new values according to the times to continue growing, developing, and satisfying stakeholders. The purpose of this study is to analyze the crystallization of Founders' values applied to corporate culture. This research used a qualitative approach with a case study meta-analysis method. This study concluded that the crystallization of corporate culture was built and implemented based on founders' values, which comes under the influence of several factors. Some of them include 1.) The mentor factor of thecompany founder; 2.) The family background of the company founder; 3.) The factors of the problematic life background of the company founder; 4.) The factors of the formal educational background of the company founder; 5.) The background factor for the founder's daily activities; 6.) The Factors of previous company founders' business experience; 7.) The factors causing starting a business; 8.) Any other negative background factor of the company founder.

IPO Timing in Family and Non-Family Firms: Investigating the CEO’s Characteristics Role

The aim of the paper is to investigate the influence of the family nature of the firm on the time to going public and, overcoming the dichotomy between family and non-family firms, addressing the family firms heterogeneity in terms of CEO characteristics. Grounding our regression analyses on a sample of IPO firms went public in Italy from 2000 to 2020, our paper offers theoretical contributions and has practical implications. Findings demonstrate the existence of a positive relationship between family firm status and IPO timing, corroborating previous research claiming that the family influences IPO features. Moreover, empirical results point out that while CEO age increases the time to IPO in family firms, when the CEO is also the company founder, family firms go public earlier. This evidence supports literature advocating that age and founder status matter in shaping family decision making process.

From generation to generation

Individuals from the same family manage the family business, and the decision-making process is in full responsibility of the company's founder, owner, or successor. This research analyzed seven owners of small family businesses in Rio Grande do Sul, Brazil. The study applied the qualitative approach with an exploratory character to answer the following question: How does management occur in the succession process in family businesses? The qualitative data was analyzed by importing the content transcribed from the interviews into NVivo 11 Pro software. Next, we applied Bardin's content analysis. From the analysis, four categories were identified, namely: i) family succession process; ii) professionalization; iii) family conflicts and iv) decision-making. Concerning the succession process, there was inadequate planning by the owners and a lack of professionals to assist in knowledge. As for professionalization, the interviewees invest in the education of their successors, creating the opportunity for their children to prepare through undergraduate courses and specializations. Regarding family conflicts, particular interests were perceived among family, and situations of resistance to change from the interviewees, in accepting that the successors present new ideas, business or technology opportunities that can solve some deficiency of the company. Unbalanced emotions affect decision-making. As a result, there is the need to organize succession planning in a gradual and planned way to exchange power so that both successor and family are prepared for this transition.

Commentary: Thinking of moving from academia into industry? Here are some things to consider

Commentary: Thinking of moving from academia into industry? Here are some things to consider

The Influence of British Directors on the Fundación Siglo de Oro and its Productions of Early Modern Drama, 2007-2021

The Fundación Siglo de Oro –formerly Compañía Rakatá– has been staging Spanish Golden Age and Elizabethan theatre since it was founded in 2006. Over this time, the company has developed an identity associated not only with its staging of early modern drama, but also with the influence of a series of contemporary British theatre practitioners on its rehearsal process. Perhaps one of the most noteworthy constants in its work is a fruitful series of collaborations with British stage directors, beginning in 2007 with Laurence Boswell directing El perro del hortelano (revived in 2014), in 2009 Fuenteovejuna, and in 2015 co-directing Mujeres y criados with company founder and producer Rodrigo Arribas. While, at first, we can ascribe this collaboration to the impact of the Royal Shakespeare Company Golden Age season, curated by Boswell, which visited Madrid’s emblematic Teatro Español in 2004, the company have continued to seek out British directors including Tim Hoare on Don Juan en Alcalá (2016) and Trabajos de amor perdidos (2016), and most recently Dominic Dromgoole on a new production of El perro del hortelano (2021). This latter partnership is also the culmination of a collaboration with Shakespeare’s Globe Theatre which saw the company take part in the Cultural Olympiad with Enrique VIII (2012) and become the first company to perform Lope de Vega in Spanish at the London theatre, with El castigo sin venganza (2014). There has therefore been a clear exchange of ideas between Spanish classical theatre and contemporary British theatre practice. This article proposes to explore the methodological contributions of British directors to better understand how this has altered the in-rehearsal perspectives on the Spanish Golden Age to explain the benefits of this Anglo-Hispanic collaborative approach to the company’s work. This will be supported by an interview with Rodrigo Arribas, whose constant presence as founder, producer, actor and most recently as director can help us to understand the contributions made by Boswell, Hoare and Dromgoole to the company’s rehearsal methodology.

Building opportunity – Boyes Group realty incorporated

Research methodology The case was written based on personal interviews with Jordan Boyes. Case overview/synopsis Boyes Group, a private real estate brokerage in Saskatoon, Saskatchewan, had been growing rapidly. Company founder Jordan Boyes needed to determine where to continue expanding. Saskatoon held great potential in home building, and he wondered if this would be a direction for his company. His real estate reputation was excellent, but he wondered if building homes would jeopardize his current relationships with local builders. He wanted to move fast, to avoid giving up market share to his competitors. Complexity academic level This case was designed for undergraduate and graduate classes in strategy.

Disruptive Innovation: Deciphering a Classic Business Model and Its Applications to Anesthesiology

Features| November 2021 Disruptive Innovation: Deciphering a Classic Business Model and Its Applications to Anesthesiology Nirav V. Kamdar, MD, MPP, MBA Nirav V. Kamdar, MD, MPP, MBA Search for other works by this author on: This Site PubMed Google Scholar ASA Monitor November 2021, Vol. 85, 30–31. https://doi.org/10.1097/01.ASM.0000798548.85783.c4 Views Icon Views Article contents Figures & tables Video Audio Supplementary Data Peer Review Share Icon Share Twitter LinkedIn Cite Icon Cite Get Permissions Search Site Citation Nirav V. Kamdar; Disruptive Innovation: Deciphering a Classic Business Model and Its Applications to Anesthesiology. ASA Monitor 2021; 85:30–31 doi: https://doi.org/10.1097/01.ASM.0000798548.85783.c4 Download citation file: Ris (Zotero) Reference Manager EasyBib Bookends Mendeley Papers EndNote RefWorks BibTex toolbar search Search Dropdown Menu toolbar search search input Search input auto suggest filter your search All ContentAll PublicationsASA Monitor Search Advanced Search Topics: disclosure, disruptive technology, technology, fees and charges, cell phones, value-added pharmaceutical services, visual analogue pain scale, adoption, fee for service payment plan, intuition Are you tired of the word “disruption?” Some are. We are inundated with the trendy terminology in lectures, conferences, podcasts, and most of all in descriptions of new companies or services. Each new entrepreneur touts their company as a disruptor for the purpose of company brand-building and founder lore. Disruption has been gospel to describe changes in the tech industry, and now every other industry is embracing the term “disruption.” (asamonitor.pub/3l5RNK6; asamonitor.pub/3yQmXdy). As a result, the term can be overused, misused, and watered down (asamonitor.pub/3yQmXdy). Nonetheless, the original theory of disruptive innovation has value that we cannot ignore. It is an influential model useful in understanding the process of market competition with new products and services, and it describes how large, established firms may fall during this process. It provides a framework to understand and approach upcoming changes in a particular industry from the entrance... You do not currently have access to this content.

CEO Capability and CEO Arrogance

This study aims to see the effect of the CEO Capabilities and CEO Arrogance to fraudulent financial statements indication. The study used a sample of all manufacturing companies from 2017 to 2019. In accordance with the sample selection, there are 162 manufacturing companies that meet the sample criteria. In this study using multiple linear regression test. This study uses secondary data for the 2017-2019 annual report.
 Based on the results that have been tested, CEO capability as a respected party (CEO Age), CEO capability as the person who knows the most about the company (CEO Tenure) and CEO arrogance as a person who has political connections (CEO Political Connection) have an influence on the indication of fraudulent financial statements. Furthermore, the hypothesis of CEO Capability in Accounting/finance knowledge (CEO Education), CEO arrogance in the form of narcissism (CEO PIC) and CEO arrogance as company founder (Founder CEO) have no influence on indications of fraudulent financial statements.

From Storytelling to HIPAA Compliant Texting, Shark Tank Winners Excel at Creating Connections in Long-Term Care

From Storytelling to HIPAA Compliant Texting, Shark Tank Winners Excel at Creating Connections in Long-Term Care

10 STARTUPS TO WATCH 2021: Early-stage companies advance precision medicine by applying AI, clinical genomics, and other new technologies

10 STARTUPS TO WATCH 2021: Early-stage companies advance precision medicine by applying AI, clinical genomics, and other new technologies

Assessing Startup Performance: "Case Study at National Business Incubator"

This study aims to examine the Startup Performance of the national incubator which are includes Knowledge Management, Business Incubator, and the effectiveness of innovation. Besides that this research is expected to have tangible benefits toward the process of achieving Startup goals that owned by business performers. This study will test five hypotheses of direct influence (effect) and two hypotheses of mediating influence (indirect effect). This study will use 339 respondents as sample with a Startup analysis unit that operates and is affiliated with a local Startup development business incubator located in Jabodetabek, West Java Province (excluding Depok & Bekasi), Central Java and Bali. The intended startup on this research is Person In Charge (PIC) / company founder / owner. The PIC / founder / owner of the company here is not limited by age, gender and position at the Startup. The company's PIC / founder / owner is only limited towardStartup which is built by the business incubator. The research method used is Confirmatory Factor Analysis (CFA) to test path analysis by operating AMOS 22. The results of this study indicate that all proposed hypotheses can be accepted statistically, both direct side and indirect effects (mediation) side

Branding: A Prosthesis of Identity

This article investigates the prosthesis of identity through the process of branding. It examines cross-cultural manifestations of this phenomena from sixth millennium BCE Syria to twelfth century Japan and Britain. From the Neolithic Era, humanity has sort to extend their identities using pictorial signs that were characteristically simple. Designed to be distinctive and instantly recognisable, the totemic symbols served to signal the origin of the bearer. Subsequently, the development of branding coincided with periods of increased in mobility both in respect to geography and social strata. This includes fifth millennium Mesopotamia, nineteenth century Britain, and America during the 1920s. There are fewer articles of greater influence on contemporary culture than A Theory of Human Motivation written by Abraham Maslow in 1943. Nearly seventy-five years later, his theories about the societal need for “belongingness” and “esteem” remain a mainstay of advertising campaigns (Maslow). Although the principles are used to sell a broad range of products from shampoo to breakfast cereal they are epitomised by apparel. This is with refence to garments and accessories bearing corporation logos. Whereas other purchased items, imbued with abstract products, are intended for personal consumption the public display of these symbols may be interpreted as a form of signalling. The intention of the wearers is to literally seek the fulfilment of the aforementioned social needs.

Setting Up and Working with a Board of Directors: A Guide for Startups

Commercializing the idea behind the next big thing is only the first step on a long road to success for a company founder. Facing a myriad of regulatory obstacles, funding challenges, and other seemingly insurmountable roadblocks, every startup needs the support and guidance of an experienced board of directors. A board of directors’ most important function is to provide a continuous give-and-take discussion with management regarding strategy, funding, and governance while representing the shareholders and stakeholders.

Spotting golden nuggets of innovation-ready human capital

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the impact that different forms of human capital have on the board of directors’ strategic activity and vision for their enterprise. The results reveal that innovation can be fueled most reliably by retaining the company founder on the board of directors and by seeking and retaining for the longer term board members with scientific and technological expertise. Originality/value The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Leading, Collaborating, Championing: RED's Arresting Women

Assessing the work of RED Production Company founder, Nicola Shindler, through collaborations with television writer Sally Wainwright, this article works to think through the industrial conditions in which RED's work takes place. Moving from the industrial and contextual outwards to examine the series Scott & Bailey (ITV, 2011–16) and Happy Valley (BBC, 2014– ), I consider Shindler's working practices of leading, collaborating with and championing professional women. Nominating the labour of RED as one of ‘quietly feminist’ work, I ask how Shindler self-narrativises the work of the company in order to trace the shift in its oeuvre from its male-dominated authorial beginnings to a more diverse group of writer-collaborators in the present day.

Founder Involvement in CEO Turnover

We study the role of a company founder in its internal governance. Using a sample of 484 CEO turnovers for 2000-2015, we establish that CEOs are red for poor performance. However, the likelihood of a poor-performing founder-CEO being fi red is lower than that of an outsider CEO. Moreover, having a founder as a member of the executive or supervisory board decreases the likelihood that a CEO will be dismissed for poor performance. Similarly, founder ownership may have the same effect on CEO turnover. Finally, being a founder does not guarantee a poor-performing CEO a chairman position after being fired.

Life of a Century: Gottfried Bermann Fischer (1897-1995) - Surgeonand Publisher

Gottfried Bermann Fischer was a German-Jewish physician and publisher who dedicated his life to the S. Fischer publishing company which ranks among the most significant German-language publishers in the 20th century. In 1925 Bermann left his position as a surgeon and married Brigitte Fischer, daughter of the company's founder Samuel Fischer. Now called Bermann Fischer he became a passionate publisher and steered the company through the Weimar Republic and Nazi years, publishing authors like Hermann Hesse, Thomas Mann, and Alfred Döblin. Fearing the Nazi terror Bermann-Fischer left Germany in 1936 with his family and parts of the company. From his exile in Austria, Sweden, and later in the United States Bermann Fischer carried on with publishing. In 1950 the S. Fischer publishing company was reestablished in Frankfurt, West Germany. Bermann Fischer and his wife brought out the works of Sigmund Freud and books like Alexander Mitscherlich's "Doctors of Infamy". Through these publishing activities Bermann Fischer had a significant impact on public debates about medicine and its past in Germany.

MENGENAL DOKTRIN DAN PRINSIP PIERCING THE CORPORATE VEIL DALAM HUKUM PERUSAHAAN

Business entities in the business world are well-known that are already in the form of companies or those that are not yet companies. Based on its legal form, the company is divided into two, namely companies with legal status and those that are not legal entities. As an independent legal entity pursuant to Article 3 paragraph (1) the Limited Liability Company Law stipulates that the responsibility of PT shareholders is limited to the value of shares held in the company. Economically, the element of limited liability of the company's shareholders is an important factor as a motivating bait for the willingness of prospective investors to invest in the company. The formulation of the problem in this paper is: 1) how the piercing doctrine of the corporate veil in corporate law and 2) how to apply the principle of piercing the corporate veil in Indonesia. The type of writing used in this writing is a type of normative legal research. The doctrine of piercing the corporate veil in corporate law can be seen from: a) piercing the corporrate veil; b) the doctrine of fiduciary duty; c) self dealing transaction doctrine; d) doctrine corporate opportunity; e) doctrine businnes judgment rule; f) ultra vires and intra vires. Application of the Piercing Principles of the Corporate Veil in Indonesia: a) company shareholders; b) company founder; c) company directors; and d) commissioners of limited liability companies.