Essec\Faculty\Model\Contribution {#2233 ▼
#_index: "academ_contributions"
#_id: "15440"
#_source: array:26 [
"id" => "15440"
"slug" => "15440-fostering-positive-ceo%e2%80%90board-relationships-board-synchronization-skill-and-relationship-cycles-in-new-ventures 
15440-fostering-positive-ceo%e2%80%90board-relationships-board-synchronization-skill-and-relationshi "
"yearMonth" => "2025-02"
"year" => "2025"
"title" => "Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles in new ventures Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles in n "
"description" => "GARG, S. et BINGHAM, C.B. (2025). Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles in new ventures. <i>Strategic Management Journal</i>, In press. GARG, S. et BINGHAM, C.B. (2025). Fostering positive CEO‐board relationships: Board synchronization "
"authors" => array:2 [
0 => array:3 [
"name" => "GARG Sam"
"bid" => "B00809922"
"slug" => "garg-sam"
]
1 => array:1 [
"name" => "Bingham Christopher B."
]
]
"ouvrage" => ""
"keywords" => array:5 [
0 => "CEO–board relationship"
1 => "entrepreneurship"
2 => "governance"
3 => "multiple case study method"
4 => "venture capital"
]
"updatedAt" => "2025-03-19 11:27:49"
"publicationUrl" => "https://doi.org/10.1002/smj.3692"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => "In press"
"number" => ""
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This article explores how new venture leaders foster positive CEO–board relationships, a critical yet underdeveloped topic in governance research. We examine the ongoing interactions between first-time CEOs and their boards, focusing on the tension between boards' need for influence and transparency and CEOs' desire for autonomy and control. Introducing the concept of “relationship cycles,” we demonstrate how early interactions create virtuous or vibcious feedback loops that shape long-term governance outcomes. We also propose “board synchronization skill” as a key construct, highlighting how CEOs successfully manage communication to align competing goals. Finally, we set forth a temporal contingency view of live communication that reveals how interaction effectiveness varies by stage, thereby impacting CEO–board dynamics. More broadly, this study offers a process-oriented view of governance, expanding our understanding of CEO–board relationships in ventures. This article explores how new venture leaders foster positive CEO–board relationships, a critical ye "
"en" => "This article explores how new venture leaders foster positive CEO–board relationships, a critical yet underdeveloped topic in governance research. We examine the ongoing interactions between first-time CEOs and their boards, focusing on the tension between boards' need for influence and transparency and CEOs' desire for autonomy and control. Introducing the concept of “relationship cycles,” we demonstrate how early interactions create virtuous or vibcious feedback loops that shape long-term governance outcomes. We also propose “board synchronization skill” as a key construct, highlighting how CEOs successfully manage communication to align competing goals. Finally, we set forth a temporal contingency view of live communication that reveals how interaction effectiveness varies by stage, thereby impacting CEO–board dynamics. More broadly, this study offers a process-oriented view of governance, expanding our understanding of CEO–board relationships in ventures. This article explores how new venture leaders foster positive CEO–board relationships, a critical ye "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-06T19:21:40.000Z"
"docTitle" => "Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles in new ventures Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles in n "
"docSurtitle" => "Articles"
"authorNames" => "<a href="/cv/garg-sam">GARG Sam</a>, Bingham Christopher B."
"docDescription" => "<span class="document-property-authors">GARG Sam, Bingham Christopher B.</span><br><span class="document-property-authors_fields">Management</span> | <span class="document-property-year">2025</span> <span class="document-property-authors">GARG Sam, Bingham Christopher B.</span><br><span class="docu "
"keywordList" => "<a href="#">CEO–board relationship</a>, <a href="#">entrepreneurship</a>, <a href="#">governance</a>, <a href="#">multiple case study method</a>, <a href="#">venture capital</a> <a href="#">CEO–board relationship</a>, <a href="#">entrepreneurship</a>, <a href="#">governance</a> "
"docPreview" => "<b>Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles in new ventures</b><br><span>2025-02 | Articles </span> <b>Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles i "
"docType" => "research"
"publicationLink" => "<a href="https://doi.org/10.1002/smj.3692" target="_blank">Fostering positive CEO‐board relationships: Board synchronization skill and relationship cycles in new ventures</a> <a href="https://doi.org/10.1002/smj.3692" target="_blank">Fostering positive CEO‐board relationship "
]
+lang: "fr"
+"_type": "_doc"
+"_score": 8.8456335
+"parent": null
}
