Inside the boardroom of born globals

Abstract

This study addresses the roles of the board of directors and explores the relationships between the founder(s) and investors over the life cycle of the born global. More specifically, we posit that different interests between the founder and professional investors make the BG particularly vulnerable to faulty processes within the board. These issues are explored in three Norwegian BGs with different risk and ownership profiles. We find that: 1) conflicts are much more rife in fast growing BGs with external investors; 2) family and friends of the founder represent 'patient capital'; 3) agency problems are less prevalent than in 'ordinary firms'; 4) board members without concrete knowledge of the business of the BG firm are prone to play a lesser role in the strategic decision making process.