TESTING A MODEL OF REASONED RISK-TAKING: GOVERNANCE, THE EXPERIENCE OF PRINCIPALS AND AGENTS, AND GLOBAL STRATEGY IN HIGH-TECHNOLOGY IPO FIRMS

By Mason A. Carpenter, Timothy G. Pollock, Myleen Leary. 2003

487 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics

View Paper: https://www.semanticscholar.org/paper/531a8d25cf1a8d701b97a84269423750daed8221

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Citations in the corpus

R&D, internationalization and growth of newly listed firms: European evidence (2009, background): “(Autio et al., 2000; Carpenter et al., 2003).”
International Exposure Through Network Relationships: Implications for New Venture Internationalization (2013, methodology): “Within the entrepreneurship literature, a firm has been considered to be a new venture through either six (e.g. Robinson, 1999), eight (e.g. Biggadike, 1976) or ten years of age (e.g. Carpenter et al., 2003).”
International entrepreneurship and geographic location: an empirical examination of new venture internationalization (2008, methodology): “Prior research has suggested that firm accounting performance is related to firm internationalization (Hitt, Hoskisson, & Kim, 1997), and is thus a necessary control variable when examining new venture internationalization (Carpenter et al., 2003).”
Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition (2004, background): “For instance, whileEisenhardt and Schoonhoven (1990)reported that TMT characteristics affected new venture success, Carpenter et al. (2003)showed that the effects of TMT characteristics on the strategies of technology IPO firms was dependent upon characteristics of their boards of directors, the…”
Resources, Environmental Change and Survival: Asymmetric Paths of Young Independent and Subsidiary Organizations (2011, result): “positions survive? To anticipate our results, our findings support several key theoretical insights explaining ‘deviations from what that [baseline] model [of selection and learning] would predict’ (Barnett, Greve, and Park, 1994: 26). In Barnett’s et al. (1994) model, ‘selection’ refers to competit”
Pluralistic Ignorance in Corporate Boards and Firms' Strategic Persistence in Response to Low Firm Performance (2005, background): “…change has tended to focus on product market diversification in measuring corporate strategy (Finkelstein and Hambrick, 1996), recent research has begun to consider how boards may influence geographic diversification (e.g., Sanders and Carpenter, 1998; Carpenter, Pollock, and Leary, 2003).”
Institutions Behind Family Ownership and Control in Large Firms (2010, background): “Even qualified family CEOs, if not strictly disciplined, may deviate from shareholder wealth maximization (Carpenter et al., 2003; Gomez-Mejia et al., 2003).”
The Effects of Ownership and Governance on SMEs’ International Knowledge-based Resources (2007, background): “Increasing TMT members ownership in the SME aligns their interests with shareholders while providing an efficient substitute for close and direct monitoring (Carpenter et al., 2003).”
Strategic and institutional effects on foreign IPO performance : Examining the impact of country of origin, corporate governance, and host country effects (2012, methodology): “Following other studies (Carpenter et al., 2003; Certo et al., 2001) in order to capture director independences, our board composition measure classifies independent (nonmanagement) directors as only those with no prior professional or personal tie to the company or to management.”
Enterprise Risk Management: Review, Critique, and Research Directions (2015, unknown): “For example, corporate governance scholars could examine the role of boards, ownership concentration and executive compensation in ERM implementation (Brown et al., 2009; Carpenter et al., 2003; Isaksson and Kirkpatrick, 2009;Wright et al., 2007).”
International Entrepreneurship Leveraging Internal and External Knowledge Sources (2009, unknown): “…some cases, the investment by a venture capital fi rm can spur the replacement of certain management positions within the new venture (sometimes even the actual founder), a membership on the board of directors, or ongoing forms of performance monitoring (Carpenter et al., 2003; Fried et al., 1998).”