To see the other types of publications on this topic, follow the link: Founder.
Journal articles on the topic 'Founder'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Founder.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Ibrahim, A. B., K. Soufani, and J. Lam. "A Study of Succession in a Family Firm." Family Business Review 14, no. 3 (2001): 245–58. http://dx.doi.org/10.1111/j.1741-6248.2001.00245.x.
Full textAbstract:
For many founders of family firms, the decision to retire and relinquish control of the business to their offspring is difficult. Pierre Peladeau founded Quebecor Inc., a family business and a communications leader in the new economy. The present research describes the reluctance of the founder to let go of the business to his offspring and the succession process after the death of the founder. The methodology employed is a combination of case history and study of public documents. The study underscores the need to manage conflict between family members and to plan for succession for the next generation effectively.
2
Shirokova, Russia V., and Dmitri Knatko. "FOUNDER INFLUENCES ON THE DEVELOPMENT OF ORGANIZATIONS: A COMPARISON BETWEEN FOUNDER AND NON‐FOUNDER MANAGED RUSSIAN FIRMS." Journal of Business Economics and Management 9, no. 2 (2008): 91–95. http://dx.doi.org/10.3846/1611-1699.2008.9.91-95.
Full textAbstract:
The paper deals with the problem of founders’ impact on the process of organizational development and performance. The goal of the research is to provide a comparative analysis of activity in founder‐run and non‐founder‐run Russian firms. In order to run this analysis 224 companies created from scratch by Russian entrepreneurs in the period of years from 1992 to 1998 were studied. Statistical analyses were performed on two independent samples of companies, namely 162 companies managed by the founders and 62 companies that were run by hired professional managers. As a result of the analysis, statistical differences were found in relation to the criteria of number of employees and hierarchical levels; firms managed by founders usually have less staff and fewer hierarchical levels than the non‐founder companies. Nevertheless the dynamics in sales of the two samples of founder and non‐founder companies during the last 3 years were quite similar.
3
Djunaedi, Mira Kartika Dewi. "PERILAKU DAN PENGARUH PENDIRI TERHADAP INFORMATIVITAS HARGA SAHAM: PERUSAHAAN PUBLIK KELUARGA DI INDONESIA." JURNAL LENTERA BISNIS 12, no. 3 (2023): 950. http://dx.doi.org/10.34127/jrlab.v12i3.1000.
Full textAbstract:
This study examines the relationship between founder as controller, age of founder, and dispersion of control on the informativeness of company stock prices. We argue that behavioral heterogeneity exists in family firms that are still majority owned and controlled by the founder. Using unbalanced panel data from 262 observations, first, this research finds support for the hypothesis that there is a convex relationship between founder voting rights and the informativeness of company stock prices. Second, older founders demonstrate more stewardship behavior than younger founders. Finally, high power dispersion in founding family firms creates agency conflicts between family owners that decrease the informativeness of firm stock prices. This finding is consistent with previous family business literature which reports that mixed behavior among family members can influence the informativeness of family company share prices.
 
 Keywords: Family Companies, Behavior Of Company Founders, Ownership Of Founders, Age Of Founders, Stock Price Informativeness
4
Abidin, Zainul, Fitri Liza, and Ari Khairurrijal Fahmi. "Kinship Relations between the Founder of Muhammadiyah and the Founder of NU: Analysis of the Breed Lineage of Sultan Hadiwijaya." JURNAL ISLAM NUSANTARA 7, no. 1 (2023): 111. http://dx.doi.org/10.33852/jurnalnu.v7i1.460.
Full textAbstract:
The focus of this research is to identify the genealogy of the two founders, namely the founder of Muhammadiyah and the founder of NU, who are related to Sultan Hadiwijaya. This study aims to find out the genealogy of the two founders to Sultan Hadiwijaya and reveal their kinship. The method used in this study is a qualitative method using a historical approach. Primary data sources are obtained from literature on the genealogy of the founder of Muhammadiyah and the founder of NU. Secondary data sources are obtained from other literature relevant to the research problem. The data analysis method is descriptive-genealogy analysis by describing the genealogy of the founder of Muhammadiyah and the founder of NU through the breedage of Sultan Hadiwijaya and analyzing their kinship. The results showed that the two founders were cousins of the lineage of Sultan Hadiwijaya. The existence of family relations between the two figures is expected to strengthen the brotherhood of Muhammadiyah and NU citizens. The implication of this research is that an understanding of the kinship between the founder of Muhammadiyah and the founder of NU with Sultan Hadiwijaya can strengthen cooperation between the two organizations as well as strengthen brotherhood among its members, which in turn can enrich our insight into the history and dynamics of Islam in Indonesia.
5
Kazgerieva, Emma V., and Azret M. Shapsigov. "Collection of Debt from a Founder(-s) of a Non-Profit Organization." Civil law 1 (February 4, 2021): 36–39. http://dx.doi.org/10.18572/2070-2140-2021-1-36-39.
Full textAbstract:
The article discusses the types of debt of non-profit organizations. Judicial practice of debt collection of non-profit organization from its founder (founders) is analyzed. The provision according to which from the founder (founders) of the non-profit organizations it is possible to collect judicially only accounts payable is proved: debt for goods or services; for the issued bills; debt on payments in the budget and off-budget payments; for compensation; for the received advances. The conclusion is substantiated that it is possible to recover the debt from the founder (founders) of a non-profit organization only with subsidiary (additional) liability provided for in some forms of non-profit organizations: in private institutions, associations and consumer cooperatives. It is proved that in other forms of non-profit organizations to collect the debt from its founder (founders) is not provided by law.
6
Suryaningtyas, Lintang. "KEDUDUKAN YAYASAN : ANTARA PENDIRI DAN MASYARAKAT." Jurnal Paradigma Hukum Pembangunan 4, no. 01 (2020): 33–44. http://dx.doi.org/10.25170/paradigma.v4i01.1635.
Full textAbstract:
The foundation as a form of legal entity in Indonesia has a unique character because it is owned by the public, has no members, and is engaged in social, religious and humanitarian fields. The founder separates a portion of his personal assets and surrenders fully to the foundation he founded. After that, the founder may sit as the organ of the foundation that he founded, although that is not compulsory, as well as the family members of the founder of the foundation which are a completely separate part and may not have any interest in the foundation. The foundation’s establishment is relatively easy, but its management requires carefulness in order not to cause legal problems among the organs, the organs the founder and other legal problems that may effect the foundations themselves. The founding of the foundation since the era of Hindia Belanda without being regulated by laws and regulations in Indonesia, raises its own resistance for descendants of the founders of foundations and foundation managers who are accustomed to manage foundations with free play rules, when the birth of the Republic of Indonesia Law Number 16 of 2001 Concerning Foundations then amended by Law of the Republic of Indonesia Number 28 of 2004 concerning Amendments to the Law of the Republic of Indonesia Number 16 of 2001 concerning Foundations, along with the implementing regulations. Efforts to enforce the provisions in the Law of the Foundation seem to indeed require some significant amount of time, so that within a period of almost two decades since the enactment of the Foundation Law, there are still many ignorance of the provisions regarding foundations and conflicts that resulted from such ignorance.
7
Lau, James, and Joern H. Block. "Corporate cash holdings and their implications on firm value in family and founder firms." Corporate Ownership and Control 9, no. 2 (2012): 257–73. http://dx.doi.org/10.22495/cocv9i2c2art2.
Full textAbstract:
This research investigates whether the presence of controlling founders and families has significant impact on the level of cash holdings, and their implications on firm value. The agency cost of cash holdings in founder firms is arguably less severe than family firms, due to founders’ economic incentives, strong psychological commitment and superior knowledge, whereas family firms are exposed to adverse selection and moral hazard as a result of altruism. Results indicate that founder firms hold a significantly higher level of cash holdings than family firms. In addition, there is a positive interaction effect between founder management and cash holdings on firm value, suggesting the presence of founders as managers helps to mitigate the agency costs of cash holdings.
8
Wójcik, Monika. "Świeccy fundatorzy instytucji dobroczynnych w Kościele starożytnym." Vox Patrum 42 (January 15, 2003): 327–37. http://dx.doi.org/10.31743/vp.7163.
Full textAbstract:
Charitable activities go back to the very beginning of Christianity, but charity institutions were founded since the fourth century. In 321 A.D. the Church was granted testament factio passiva which allowed lay people to cede their property to the Church. In many cases there is no certainty about who the founder of a charity was. However, it is certain that the first founders were bishops. The earliest information about lay founders date back to the first half of the fourth century in the East and the end of the fourth century in the West. The historical sources of the following centuries are more numerous. Also, imperial constitutions, many of which were issued by Justinian, were the proof of charities founded by lay people and they functioned as a safeguard of the instructions concerning charitable activities. Lay founders were given a legal guarantee to run the charity they founded. However, the legal status of the charitable institutions of that time is still a matter of argument.
9
Ouldchikh, Yasmine Ouldchikh, and Huatao Peng. "The Impact of Executive Turnover on Entrepreneurial Company’s Performance: The Moderating Role CEO’s Prior Work Experience in Algeria’s Entrepreneurial Business Companies." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 9, no. 1 (2022): 32–41. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.91.1003.
Full textAbstract:
In this study, we examine the effect of executive turnover on the performance of entrepreneurial companies. Additionally, we evaluate the moderating impact of the CEO’s prior experiences to prove how founders’ firsthand knowledge reduces the adverse effects of executives’ departure. Our empirical research uses data from a company’s C-level survey, including 209 entrepreneurial companies in Algeria. The empirical findings demonstrate that executive churn lowers firm performance, which may affect longer-term investments in new initiatives. We also demonstrate that the longer the founder CEO’s prior employment history, the stronger the favorable impacts of executive change are. Our research indicates that the founder and CEO’s entrepreneurial spirit, founded on valuable prior practical knowledge, lessen organizational instability. Our results reveal how executives behave should also be considered, even though the firm’s component is crucial for a new entrepreneurial company’s longevity.
10
Mochammad Reza Zulfikar, Suryanto Suryanto, and Falih Suaedi. "Crystallization of founders' values applied to corporate culture: the meta-analysis of case study." Technium Social Sciences Journal 43 (May 9, 2023): 389–402. http://dx.doi.org/10.47577/tssj.v43i1.8843.
Full textAbstract:
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.
11
Xu, Nan, Hanyi Tian, and Jing Cai. "Non-founder CEOs, R&D investment and output." Nankai Business Review International 11, no. 2 (2019): 143–69. http://dx.doi.org/10.1108/nbri-10-2019-0049.
Full textAbstract:
Purpose The purpose of this study is to investigate the impact of non-founder CEO succession on firms’ research and development (R&D) decision, and further explore its mechanism and economic consequences. Design/methodology/approach Using founders’ personal-level information of entrepreneurial firms in the Chinese growth enterprise market from 2009 to 2015, the authors empirically investigate whether firms can be motivated to launch more R&D activities as the result of switching to non-founder CEOs. The author’s further test the impact of non-founder CEOs on R&D output to distinguish their motivation. Moreover, the authors use stepwise regression to explore the mechanism and possible channels. Findings The authors find that R&D investment significantly increases in firms with non-founder CEOs and the R&D output that comes in the form of patent exhibits an upward trending in numbers, too, ruling out non-founder CEOs’ incentive to chase private benefits. Specifically, the authors find that non-founder CEOs can promote R&D investment through their more professional human capital and better internal control. The authors also show mitigating effects under different circumstances on the relationship between non-founder CEOs and R&D investment. Practical implications This study helps the authors to understand the impact of non-founder CEO succession on R&D investment in emerging markets. It also indicates that human capital of non-founder CEOs is critical in driving firms’ innovation, proposing policy suggestions to improve formal intermediary labor market of professional CEOs. Originality/value This study provides elaborate theoretical analysis and empirical tests on the mechanism and economic consequences of (non-)founders’ impact on R&D activities.
12
Sölkner, J., L. Filipcic, and N. Hampshire. "Genetic variability of populations and similarity of subpopulations in Austrian cattle breeds determined by analysis of pedigrees." Animal Science 67, no. 2 (1998): 249–56. http://dx.doi.org/10.1017/s1357729800010006.
Full textAbstract:
AbstractParameters based on probabilities of gene origin were used to evaluate the genetic variability of four Austrian cattle breeds. Effective numbers of founders, ancestors and remaining founder genomes showed that all four populations investigated are rather small genetically. Effective numbers of remaining founder genomes were 94 for Simmental, 41 for Braunvieh (Brown Swiss), 32 for Pinzgauer and 21 for Grauvieh (Grey cattle, a small mountain breed). As the value of 94 for Simmental was rather large in comparison with estimates from other populations in previous studies, the effect of population structure was investigated. A cosine measure of similarity based on differences in individual founder contributions to different subpopulations was defined and used for analysis. Subpopulations defined by regions were clearly more distinct for Simmental than for Braunvieh. The size of the cosine values depended on the method of calculating founder contributions and was overestimated when choosing the method not accounting for drift and bottlenecks (effective number of founders).
13
Basque, Joëlle, and Ann Langley. "Invoking Alphonse: The founder figure as a historical resource for organizational identity work." Organization Studies 39, no. 12 (2018): 1685–708. http://dx.doi.org/10.1177/0170840618789211.
Full textAbstract:
There has been growing interest in the rhetorical use of history to express organizational identity claims. Yet the evolving role of the founder figure in managerial accounts has not so far received specific attention. In this study, we examine how the founder figure is used to articulate, enact, stretch, preserve or refresh expressions of organizational identity, drawing on an 80-year magazine archive of a financial cooperative. We identify five modes of founder invocation, and show how distance from founding events leads to increasing abstraction in linkages between the founder and organizational identity claims. The paper offers a dynamic perspective on the mobilization of the founder in organizational identity construction as well as an understanding of how and why founders may remain established identity markers long after their demise.
14
Foro, Izabella Noémi, and Josef Tuppinger. "Proposal of a Holistic Maturity Model for Technology, Market and Founders." Journal of Entrepreneurship and Business Innovation 10, no. 1 (2023): 1. http://dx.doi.org/10.5296/jebi.v10i1.20514.
Full textAbstract:
Academic spin-offs are a particularly efficient form of exploiting scientific knowledge. The premises for a promising spin-off are that the technology is soundly founded and the market strategy is carefully considered and solidly planned. Also, the founder profile should prove personal, professional and entrepreneurial aptitudes. Maturity models (MM) can serve as guidelines that support founders in overcoming the discrepancy between the actual and target state in the spin-off process. However, none of the existing MM that has been identified, covers all these three aspects: technology, market and founder. The MM described in this paper should close this gap. The developed MM comprises nine levels and is described by three dimensions: technology, market and founder. The MM is structurally built on two models, Technology Readiness Levels and Market Readiness Levels. The dimension "Founder" is divided into four sub-dimensions (personality & motivation, skills & network competencies, team structure & culture and image & support from the university) for which proven success factors were used. The MM was checked for completeness and sequence logic and adapted. Finally, an assessment tool was developed, which was then tested and evaluated - together with the MM - by selected experts. The validation demonstrated a high level of applicability and practical relevance. However, limitations of the MM also became apparent during the evaluation, which offer starting points for further development of the model and the assessment tool. Also, the MM must be empirically checked based on the quality criteria that have been worked out (relevance, objectivity, etc.).
15
Honjo, Yuji, and Masatoshi Kato. "Are founder-CEOs resilient to crises? The impact of founder-CEO succession on new firm survival." International Small Business Journal: Researching Entrepreneurship 40, no. 2 (2021): 205–35. http://dx.doi.org/10.1177/02662426211050794.
Full textAbstract:
This article explores whether new firms managed by founder-chief executive officers (CEOs) are more likely to survive than those managed by successor-CEOs in times of crisis. Drawing on the concept of ‘resilience’ to adversity, we argue that founder-CEOs increase the likelihood of new firm survival, especially in times of crisis. Using a sample of Japanese firms founded during the 2003–2010 period, we examine the impact of founder-CEO succession on new firm survival. The analysis shows that new firms managed by founder-CEOs are less likely to liquidate than those managed by successor-CEOs, especially during the 2008–2009 financial crisis. This suggests that founder-CEOs are more resilient to crises than successor-CEOs. In contrast, new firms managed by successor-CEOs are more likely to exit via merger than those managed by founder-CEOs, regardless of macroeconomic conditions. These findings are robust after controlling for the endogeneity of CEO succession.
16
Dawson, Alexandra, Imants Paeglis, and Nilanjan Basu. "Founder as Steward or Agent? A Study of Founder Ownership and Firm Value." Entrepreneurship Theory and Practice 42, no. 6 (2017): 886–910. http://dx.doi.org/10.1177/1042258717725522.
Full textAbstract:
This study addresses the relationship between founder ownership and firm value in young and entrepreneurial businesses. We argue that a stewardship effect prevails when founders have low or high levels of ownership while an agency effect prevails at intermediate levels. Using a dataset of 1,269 firms with 11,645 firm-year observations, we find support for our hypothesis that there is a convex relationship between founder ownership and firm value. The agency effect at intermediate founder ownership is consistent with evidence indicating that these firms display lower leverage, greater unrelated diversification, and higher disproportionate board representation.
17
Zhornokui, Valentyna. "Founders vs Participants of Entrepreneurial Companies: Legislation and Legal Doctrine’s Current Situation." Actual problems of improving of current legislation of Ukraine, no. 64 (January 15, 2024): 105–16. http://dx.doi.org/10.15330/apiclu.64.105-116.
Full textAbstract:
The author has analyzed the current situation of legislation and legal doctrine on understanding the categories of «founder» and «participant» of an entrepreneurial company. It has been concluded that there is no distinction between them in the current legislation, which allows certain experts to identify the specified concepts. The author has substantiated opinion that the concept of «founder» is used in relation to persons who created entrepreneurial companies.It has been proved that the main primary reason for the emergence of corporate legal relations is the creation of a company. All founders and persons who subsequently joined those companies after the state registration of companies are called participants (shareholders, members) depending on its organizational and legal form. The parallel use of both terms is inappropriate. Further change in the membership of the company does not mean that new members should be considered as founders, since an entrepreneurial company was already created (registered) by the time of their membership.Particular attention has been paid to the fact that every entrepreneurial company necessarily has a founder (founders), however, a founder does not always receive the status of its participant (shareholder, member), just like not every participant (shareholder, member) of such a company is automatically recognized as its founder. It has been substantiated that a founder is not a participant in corporate legal relations and cannot have any corporate rights.The feature of «membership» is not enough to characterize corporate legal relations within the framework of entrepreneurial companies, since it is advisable to take into account the possibility of a person’s participation in the management of a corporation, and, as an optional criterion, the charter capital (with its division into shares) as an indicator for determining the management procedure (delineation of the number of votes for each participant).
18
Ruiz-Gomez, M., S. Romani, C. Hartmann, H. Jackle, and M. Bate. "Specific muscle identities are regulated by Kruppel during Drosophila embryogenesis." Development 124, no. 17 (1997): 3407–14. http://dx.doi.org/10.1242/dev.124.17.3407.
Full textAbstract:
During Drosophila embryogenesis, mesodermal cells are recruited to form a complex pattern of larval muscles. The formation of the pattern is initiated by the segregation of a special class of founder myoblasts. Single founders fuse with neighbouring nonfounder myoblasts to form the precursors of individual muscles. Founders and the muscles that they give rise to have specific patterns of gene expression and it has been suggested that it is the expression of these founder cell genes that determines individual muscle attributes such as size, shape, insertion sites and innervation. We find that the segmentation gene Kruppel is expressed in a subset of founders and muscles, regulates specific patterns of gene expression in these cells and is required for the acquisition of proper muscle identity. We show that gain and loss of Kruppel expression in sibling founder cells is sufficient to switch these cells, and the muscles that they give rise to, between alternative cell fates.
19
Kongkaew, Tharitsaya, Supa Tongkong, and Sungworn Ngudgratoke. "Moderating Effects of Founders’ Role on the Influence of Internationalization on IPO Performance of Listed Companies in Thailand." International Journal of Financial Studies 9, no. 3 (2021): 37. http://dx.doi.org/10.3390/ijfs9030037.
Full textAbstract:
Previous research suggests that internationalization affects initial public offering (IPO) performance in the short term, but it less is known about the founders’ role in the relationship between internationalization and IPO performance. The objectives of this study were to investigate moderating effects of the founders’ role on the impact of internationalization on IPO performance of newly listed companies. The samples included 80 international firms listed in Thailand stock markets from 2013 to 2020. Multiple regression analysis was employed to test the effects of internationalization on IPO performance, and the PROCESS macro was applied to test the moderating effects. Founder CEO as a proxy of a founders’ role was a moderator variable where internationalization was a predictor variable and IPO underpricing, a proxy of IPO performance, was the outcome variable. The results revealed that internationalization demonstrated no statistically significant effect on IPO underpricing. A non-founder CEO had a moderating effect on the influence of internationalization on IPO underpricing, whereas a founder CEO revealed no moderating effect. Specifically, internationalization had a negative effect on IPO underpricing once an international firm had a non-founder CEO. A decrease in IPO underpricing of international firm is clearly explained by the results of this study.
20
Fahlenbrach, Rüdiger. "Founder-CEOs, Investment Decisions, and Stock Market Performance." Journal of Financial and Quantitative Analysis 44, no. 2 (2009): 439–66. http://dx.doi.org/10.1017/s0022109009090139.
Full textAbstract:
AbstractEleven percent of the largest public U.S. firms are headed by the CEO who founded the firm. Founder-CEO firms differ systematically from successor-CEO firms with respect to firm valuation, investment behavior, and stock market performance. Founder-CEO firms invest more in research and development, have higher capital expenditures, and make more focused mergers and acquisitions. An equal-weighted investment strategy that had invested in founder-CEO firms from 1993 to 2002 would have earned a benchmark-adjusted return of 8.3% annually. The excess return is robust; after controlling for a wide variety of firm characteristics, CEO characteristics, and industry affiliation, the abnormal return is still 4.4% annually. The implications of the investment behavior and stock market performance of founder-CEO firms are discussed.
21
O’Brien, Thomas V. "Perils of Accommodation: The Case of Joseph W. Holley." American Educational Research Journal 44, no. 4 (2007): 806–52. http://dx.doi.org/10.3102/0002831207308646.
Full textAbstract:
This study examines accommodationism, a tactic of racial uplift used by black school founders and teachers in the Jim Crow South. For founders, accommodationism was a dangerous process of collaboration, resistance, and compromise. The subject under study is Joseph Winthrop Holley. Born in South Carolina, Holley studied in the North at Phillips Academy and Lincoln University. Despite a liberal education, Holley returned to the South and founded a Bible and industrial school. Holley was the most conservative founder of his day. His life and work take us beyond the Washington–Du Bois paradigm and help to clarify the work and meaning of accommodationism. The study also evaluates the degree to which conservative forms of schooling became a means for social control.
22
Knirr, S., N. Azpiazu, and M. Frasch. "The role of the NK-homeobox gene slouch (S59) in somatic muscle patterning." Development 126, no. 20 (1999): 4525–35. http://dx.doi.org/10.1242/dev.126.20.4525.
Full textAbstract:
In the Drosophila embryo, a distinct class of myoblasts, designated as muscle founders, prefigures the mature pattern of somatic body wall muscles. Each founder cell appears to be instrumental in generating a single larval muscle with a defined identity. The NK homeobox gene S59 was the first of a growing number of proposed ‘identity genes’ that have been found to be expressed in stereotyped patterns in specific subsets of muscle founders and their progenitor cells and are thought to control their developmental fates. In the present study, we describe the effects of gain- and loss-of-function experiments with S59. We find that a null mutation in the gene encoding S59, which we have named slouch (slou), disrupts the development of all muscles that are derived from S59-expressing founder cells. The observed phenotypes upon mutation and ectopic expression of slouch include transformations of founder cell fates, thus confirming that slouch (S59) functions as an identity gene in muscle development. These fate transformations occur between sibling founder cells as well as between neighboring founders that are not lineage-related. In the latter case, we show that slouch (S59) activity is required cell-autonomously to repress the expression of ladybird (lb) homeobox genes, thereby preventing specification along the lb pathway. Together, these findings provide new insights into the regulatory interactions that establish the somatic muscle pattern.
23
Liu, Ying, and Martyn Polkinghorne. "Unraveling Interconnections: Analyzing the Impact of a Founder’s Characteristics on Business Growth Strategy." Businesses 3, no. 3 (2023): 475–88. http://dx.doi.org/10.3390/businesses3030029.
Full textAbstract:
This study examines the influence of founder characteristics on the selection of business growth strategies in companies undergoing an initial public offering (IPO). The research is based upon quantitative analysis of data from entrepreneur-led IPOs on the London Stock Exchange. The study investigates the impact of founder’s work experience, external directorships, education, age, ownership, and the presence of a founder–CEO, on the choice between mergers and acquisitions (M&A) and research and development (R&D) as growth strategies. The results show that founders with a throughput functional background and extensive external directorships are more likely to adopt M&A as a growth strategy. Moreover, founders with higher education levels and a PhD are more inclined towards R&D investment. The findings also suggest that older founders are more likely to invest in R&D, whilst higher levels of ownership tends to deter R&D expenditure. Interestingly, the presence of a founder–CEO is associated with a lower likelihood of investing in R&D and a higher propensity for M&A, although these correlations are not statistically significant. These results shed light on the influence of founder characteristics on strategic decision-making during the IPO stage and provide implications for understanding the dynamics of business growth strategies in transitioning companies.
24
Lau, James, and Joern H. Block. "Corporate payout policy in founder and family firms." Corporate Ownership and Control 11, no. 3 (2014): 95–112. http://dx.doi.org/10.22495/cocv11i3p7.
Full textAbstract:
This paper investigates the tax and agency explanations of corporate payout policy by investigating the likelihood, the level and the method of payout in founder and family firms. Controlling founders and families are both subject to the tax disadvantage of dividends arising from their substantial shareholdings, but family firms are arguably subject to more severe agency conflicts than founder firms due to their susceptibility to wasteful expenditure and the adverse effects of intra-family conflicts. Results indicate that founder firms on average are less likely and pay a lower level of dividends than family firms. Moreover, founder firms prefer share repurchase over dividends as the main method of payout whereas family firms prefer dividends over share repurchase. Overall, our findings are consistent with the agency explanation of corporate payout policy.
25
Overall, Jeffrey. "Strengthening co-founder partnerships." American Journal of STEM Education 6 (February 17, 2025): 94–111. https://doi.org/10.32674/jxqasz14.
Full textAbstract:
Co-founder relationships are critical to entrepreneurial success, yet they often suffer from conflict and misalignment that threaten business outcomes. In this research, I integrate insights from attachment theory, couple therapy principles, and organizational psychology to explore the dynamics of co-founder partnerships and identify strategies for fostering resilience and collaboration. Evidence-based interventions, such as goal alignment, communication training, and proactive conflict resolution, are presented as practical tools to enhance partnership effectiveness. By cultivating self-awareness, clarifying shared objectives, and promoting open dialogue, co-founders can mitigate risks of dysfunction and strengthen their relational foundation. The main contribution to knowledge of this research is the novel integration of couple therapy principles within the dynamics of co-founder relationships. This research contributes to the growing literature on entrepreneurial relationships by offering a framework for understanding and optimizing co-founder dynamics, emphasizing their pivotal role in sustaining innovation and long-term organizational success.
26
REYES-VALDÉS, M. HUMBERTO, and CLAIRE G. WILLIAMS. "A haplotypic approach to founder-origin probabilities and outbred QTL analysis." Genetical Research 80, no. 3 (2002): 231–36. http://dx.doi.org/10.1017/s001667230200589x.
Full textAbstract:
Founder-origin probability methods are used to trace specific chromosomal segments in individual offspring. A haplotypic method was developed for calculating founder-origin probabilities in three-generation outbred pedigrees suited to quantitative trait locus (QTL) analysis. Estimators for expected founder-origin proportions were derived for a linkage group segment, an entire linkage group and a complete haplotype. If the founders are truly outbred, the haplotypic method gives a close approximation when compared with the Haley et al. (1994) method that simultaneously uses all marker information for QTL analysis, and it is less computationally demanding. The chief limitation of the haplotypic method is that some information in two-allele intercross marker-type configurations is ignored. Informativeness of marker arrays is discussed in the framework of founder-origin probabilities and proportions. The haplotypic method can be extended to more complex pedigrees with additional generations.
27
Brownell, Katrina M., and Elizabeth Embry. "Founder personality and harmful social exchanges within new venture teams." International Journal of Personality Psychology 10 (October 29, 2024): 129–36. http://dx.doi.org/10.21827/ijpp.10.41936.
Full textAbstract:
Though scholars have explored how the personality composition of a new venture team relates to critical firm-level outcomes, research has not yet accounted for the impact of the lead founder, whose personality likely exerts a unique influence on team processes due to their elevated role. This is particularly critical in light of recent research highlighting the prevalence of the Dark Triad in entrepreneurship. We draw on social exchange theory to theorize and test how lead founder Dark Triad personality traits influence three intra-team processes: autonomy, innovation, and relationship conflict. In a time-lagged field study of nascent founders and their new venture teams (N = 102 intact teams), we found that lead founders who score high on Machiavellianism, narcissism, and psychopathy differentially effect these socially motivated team processes. By focusing on the influence that a single individual – the lead founder – can have within a new venture team, our findings offer balance to the literature, which predominantly focuses on team composition.
28
Madjdi, Farsan, and Badri Zolfaghari. "Individuating: how founder's social identities shape their evaluation of opportunities." International Journal of Entrepreneurial Behavior & Research 29, no. 11 (2023): 58–80. http://dx.doi.org/10.1108/ijebr-12-2021-0990.
Full textAbstract:
PurposeThis paper adds to the ongoing debate on judgements, opportunity evaluation and founder identity theory and shows that founders vary in their prioritisation and combination of judgement criteria, linked to their respective social founder identity. It further reveals how this variation among founder identity types shapes their perception of distinct entrepreneurial opportunities and the forming of first-person opportunity beliefs.Design/methodology/approachThis study uses a qualitative approach by presenting three business scenarios to a sample of 34 first-time founders. It adopts a first-person perspective on their cognitive processes during the evaluation of entrepreneurial opportunities using verbal protocol and content analysis techniques.FindingsThe theorised model highlights the use of similar categories of judgement criteria by individual founders during opportunity evaluation that followed two distinct stages, namely search and validation. Yet, founders individualised their judgement process through the prioritisation of different judgement criteria.Originality/valueThe authors provide new insights into how individuals individuate entrepreneurial opportunities through the choice of different judgement criteria that enable them to develop opportunity confidence during opportunity evaluation. The study also shows that first-time founders depict variations in their cognitive frames that are based on their social identity types as they assess opportunity-related information and elicit variations in reciprocal relationships emerging between emotion and cognition. Exposing these subjective cognitive evaluative processes provides theoretical and practical implications that are discussed as well.
29
Wu, Jing Li. "A Practical Heuristic Algorithm for the Minimum Founder Set Reconstructive Problem." Advanced Materials Research 393-395 (November 2011): 549–54. http://dx.doi.org/10.4028/www.scientific.net/amr.393-395.549.
Full textAbstract:
It has been generally accepted that current-day population evolved from a small number of specific sequences called founders, and the genomic sequences (called recombinants) of individuals within the population are composed of segments from the founders due to recombination. In this paper, the minimum founder set problem is studied. A practical heuristic algorithm HMFS is presented for solving the problem, which partitions the sites of founders into three parts and reconstructs them respectively. Experimental results show that HMFS can solve the minimum founder set problem fast and effectively. Furthermore, when the number of recombinants and SNP sites grows large, HMFS is still able to find satisfied solution to this problem very quickly. Hence it is practical in realistic applications
30
Tolmachev, D. E., K. V. Chukavina, and E. D. Igoshina. "Technological entrepreneurs of the Russian origin: Education, geography, industries." Journal of the New Economic Association 53, no. 1 (2022): 231–40. http://dx.doi.org/10.31737/2221-2264-2022-53-1-13.
Full textAbstract:
Among the outstanding technology startups of the international level, there are often companies created by the Russian founders: Telegram, Revolut, Miro and many others. The authors wondered how the technology startups founded by Russians were distributed around the world and how many stayed in the country. This led to a few related issues. In which jurisdictions are tech startups with the Russian origin more comfortable to exist and why, where it is more probable to attract higher investment, in which industries Russian founders create startups? The issue of determining the “Russian origin” of the founder deserves special attention. The authors define it through higher education: if the founder received a Russian higher education, then, regardless of citizenship and nationality, he is considered as a Russian. The study analyzes the educational trajectories of the founders, the connections of headquarters’ locations with origins of the founders, the profiles of the founders (age, work experience and other characteristics). The role of universities in the education process of technological entrepreneurs is revealed, including the potential for generating technological entrepreneurs in various regions of the country. The authors conclude that while the absolute amount of investment attracted in Russia is maintained at the same level, its share is falling. The number of technology startups choosing Russia as their main jurisdiction is also decreasing. Results show that success in attracting investment is positively affected by the early experience in launching a startup (university years), as well as by technical education. The authors state the difference in the industry structure of startups created by the Russians from the world average in favor of IT, robotics, and artificial intelligence to the detriment of medicine, trade, and business services. The conclusion is: universities in such cities as St. Petersburg, Yekaterinburg, Novosibirsk are poorly using the potential of generating technological entrepreneurs.
31
Mereuta, Ion. "Constantin Țîbîrnă - Chairman of the Council of Experts of the Ministry of Health, promoter of the training of national scientific staff." Bulletin of the Academy of Sciences of Moldova. Medical Sciences, no. 2(73) (November 2022): 12–17. http://dx.doi.org/10.52692/1857-0011.2022.2-73.01.
Full textAbstract:
Constantin Țîbîrnă - notorious personality of medical science, founder of a local surgery, promoter of the training of highly qualified staff, Politician and State, Deputy, Pedagogue-Teacher, with a medical activity during 60 years (1950- 2010), creator of the School of Thoraco-abdominal Surgery, oro-maxillo-facial, oncological, infantile, Honorary Member of the Academy of Sciences of Moldova, one of the founders of the Academy of Medical Sciences of the Republic of Moldova, Promoter of International Science and Surgery internationally. He trained 30 doctors and habilitated doctors, coordinated the defense of doctoral theses in medical sciences in various specialties (about 200), founded the Țîbîrnă Dynasty of doctors - about 72 doctors and nurses.
32
CABALLERO, ARMANDO, and MIGUEL A. TORO. "Interrelations between effective population size and other pedigree tools for the management of conserved populations." Genetical Research 75, no. 3 (2000): 331–43. http://dx.doi.org/10.1017/s0016672399004449.
Full textAbstract:
Genetic parameters widely used to monitor genetic variation in conservation programmes, such as effective number of founders, founder genome equivalents and effective population size, are interrelated in terms of coancestries and variances of contributions from ancestors to descendants. A new parameter, the effective number of non-founders, is introduced to describe the relation between effective number of founders and founder genome equivalents. Practical recommendations for the maintenance of genetic variation in small captive populations are discussed. To maintain genetic diversity, minimum coancestry among individuals should be sought. This minimizes the variances of contributions from ancestors to descendants in all previous generations. The method of choice of parents and the system of mating should be independent of each other because a clear-cut recommendation cannot be given on the latter.
33
Clark Muntean, Susan. "Political behavior in family- and founder-controlled firms." Journal of Family Business Management 6, no. 2 (2016): 186–206. http://dx.doi.org/10.1108/jfbm-02-2015-0009.
Full textAbstract:
Purpose – The political behavior of founders, families and their firms in the form of campaign contributions has not been explored by family business scholars. Yet partisan and ideological campaign contributions raise a range of governance issues and hold implications for myriad stakeholders, including investors, employees, customers and the public. The purpose of this paper compares and contrasts the campaign contributions of founder- and family-controlled firms relative to managerially governed firms and develops theoretical explanations for observed differences. Design/methodology/approach – This paper develops a “principal owner” hypothesis based upon a typology of firm ownership characteristics (founder/family control or not; publicly traded or privately held). This hypothesis is tested by multivariate empirical analyses of the campaign contributions of 251 firms across 14 industries with four types of ownership structures. Findings – Founder- and family-controlled firms are more partisan and ideological relative to other firms in their industry and this finding is consistent across industries. Founders and family members influence political behavior, including in publicly traded firms. Practical implications – Given potential controversies raised by ideological and partisan campaign contributions and the unpredictable returns on political investment, it behooves founders and their family members to assess the impact of their political behavior on the business and on key stakeholders. Originality/value – This paper is the first to raise governance issues related to founders’ and families’ political spending and develops original insights into the ideological and political behavior of these businesses.
34
Markovic, Cedomila. "Founder’s model: Representation of a maquette or the church?" Zbornik radova Vizantoloskog instituta, no. 44 (2007): 145–53. http://dx.doi.org/10.2298/zrvi0744145m.
Full textAbstract:
The text deals with some terminological problems concerning the so-called founder?s model. Although it is commonly used to designate the depicted architecture in the hand of the church founder, the expression 'founder?s (ktetor?s) model' is often confusing and misleading. The main question is whether the Byzantine architects used actual model/maquettes for constructing their churches and if so, could these models/ maquettes have been used for the architecture depicted in founders? portraits? In other worlds is the representation in the donor?s hand the image of a built church or its maquette, produced as a project model? The different aspects of the problem we analyzed - the legal, technical and symbolic functions of these representations support our assumption that the architectural design model/maquette did not serve as a specimen for representations of architecture on founder?s portraits. This specific type of architecture depicted was created after the building itself was completed.
35
Lewitus, Eric, Jennifer Hoang, Yifan Li, Hongjun Bai, and Morgane Rolland. "Optimal sequence-based design for multi-antigen HIV-1 vaccines using minimally distant antigens." PLOS Computational Biology 18, no. 10 (2022): e1010624. http://dx.doi.org/10.1371/journal.pcbi.1010624.
Full textAbstract:
The immense global diversity of HIV-1 is a significant obstacle to developing a safe and effective vaccine. We recently showed that infections established with multiple founder variants are associated with the development of neutralization breadth years later. We propose a novel vaccine design strategy that integrates the variability observed in acute HIV-1 infections with multiple founder variants. We developed a probabilistic model to simulate this variability, yielding a set of sequences that present the minimal diversity seen in an infection with multiple founders. We applied this model to a subtype C consensus sequence for the Envelope (Env) (used as input) and showed that the simulated Env sequences mimic the mutational landscape of an infection with multiple founder variants, including diversity at antibody epitopes. The derived set of multi-founder-variant-like, minimally distant antigens is designed to be used as a vaccine cocktail specific to a HIV-1 subtype or circulating recombinant form and is expected to promote the development of broadly neutralizing antibodies.
36
Ferrati, Francesco, Phillip Kim, and Moreno Muffatto. "Patterns of Successful Founding Team Composition and Funding Outcomes." European Conference on Innovation and Entrepreneurship 18, no. 1 (2023): 320–29. http://dx.doi.org/10.34190/ecie.18.1.1803.
Full textAbstract:
When it comes to assessing a startup’s chance of success, equity investors apply a specific set of criteria to minimize risk. In their decision-making process, most venture capitalists (VCs) agree with giving priority to the team composition, hence the popular saying: “Always consider investing in a grade-A team with a grade-B idea. Never invest in a grade-B team with a grade-A idea.” In this paper, we explore the profile of technology-based startup teams that are most likely to secure a Series-A funding round from VCs. From a methodological point of view, we applied a strongly quantitative approach, integrating several data mining techniques according to a multidisciplinary perspective, between data science and entrepreneurship. As for the company information, we used Crunchbase as our primary source, considering a set of U.S.-based startups founded from 2000 to 2017. For each venture we algorithmically integrated team-related information from the founders’ public LinkedIn profiles. Overall, we analysed more than 2,100 teams, involving a total of about 4,600 founders. Each founders’ experience was analysed by considering their professional background. Overall, more than 29,000 work experiences have been taken into consideration. Statistical analysis was carried out on both individual founders and their team organization. Both founders and teams were evaluated in terms of heterogeneity of prior experience and similarity of co-founder profiles using the Gini coefficient and Jaccard index, respectively. Statistics are expressed according to the companies’ sector and their fundraising profile. In fact, the different sectors are mapped on a 4-quadrant chart to identify different combinations between founders’ profiles (specialists VS generalists) and teams characteristics (combining co-founder with similar or diverse background). Results reveal the impact of team similarity and variety in terms of prior working experience. The findings provide valuable insights for scholars dealing with tech-driven startups teams, aspiring entrepreneurs looking for co-founders and for VCs seeking to invest in promising startups.
37
Mamatha S.V. and Geetanjali P. "Founder Leaders and Organization Culture: A Comparative Study on Indian and American Founder Leaders Based on Schein’s Model of Organizational Culture." IIM Kozhikode Society & Management Review 9, no. 1 (2020): 23–33. http://dx.doi.org/10.1177/2277975219890932.
Full textAbstract:
Organizational culture is created gradually by founder leaders on the basis of their values, assumptions and beliefs. Organizational culture is tangible in terms of the architecture of the company, office layout and exhibits and intangible in terms of behaviour of employees, decisions, policies and procedures. This article aims to perform a comparative analysis of some of the founder leaders of Indian and American businesses and their influence on the culture of the organization. The study adopts the case method research design where the focus is on the specific interesting cases, articles and interviews of the founder(s) in their formational years and cases when the company had a stable organizational culture. The unit of analysis is the founder leader. The company’s culture is evaluated using Schein’s Model of Organizational Culture while that of the founder leader is evaluated using Hofstede’s model of cultural dimensions. This study does not equate national culture to individual’s culture to avoid ecological fallacy of interpreting country-level relationships being applied to individuals. The study shows that there exist layers of subcultures in each individual. The article discusses an interesting paradigm, that is, the culture in which they are born/trained and the culture they adopt intentionally. When founders adopt other cultures, some traces of adopted cultures are reflected in the organization. The article concludes that founder leaders’ culture needs a better framework in order to see its effects on the organization. Hofstede’s model does not show the relationship between different layers of the culture. Hence, the model seems inadequate to be applied to analyse founder leaders.
38
Swamy, Ranjini. "The Makings of a Social Entrepreneur: The Case of Baba Amte." Vikalpa: The Journal for Decision Makers 15, no. 4 (1990): 29–38. http://dx.doi.org/10.1177/0256090919900404.
Full textAbstract:
Organizations are founded and built by one or a few individuals who may be called founders. A founder who plays an active role in shaping an organization's current and future state and who generates the required human and material sources for the organization can be called an entrepreneur. An entrepreneur who creates an organization to fulfil a social mission can be called a social entrepreneur. In this article, Ranjini Swamy explores some of the motives, attitudes, and abilities of a successful social entrepreneur — Baba Amte. She also discusses in detail the challenges faced by Baba in the process of establishing Anandwan — a home for leprosy patients — and the courage with which he responded to the challenges.
39
Pop, Laura Cristina. "Romulus Vuia - om de imagine a României." Anuarul Muzeului Etnograif al Transilvaniei 32 (December 20, 2018): 207–15. http://dx.doi.org/10.47802/amet.2018.32.13.
Full textAbstract:
Romulus Vuia, the founder of Transylvanian Museum of Ethnography (founded in 1922) is a famous personality of the begining of the 20th century’s in Transylvania. As a museum founder and director, as a university professor, he was very active in academic life. He represented Romania at international congresses and conferences between 1924 and 1944 and his whole activity was, in a way, aimed to create a good image of Romanian traditional culture abroad, fact that is shown also in the German language press from Germany, in 1944.
40
Campa, Domenico, Mariateresa Torchia, Chiara Rachele Caterina Marcheselli, and Patrice Sargenti. "Founder succession and firm performance in the luxury industry." Corporate Ownership and Control 17, no. 2 (2020): 88–96. http://dx.doi.org/10.22495/cocv17i2art8.
Full textAbstract:
Top management succession may be a real threat to the long-term profitability of companies, in particular when it involves the founder whose name also identifies their brand and their products. This is extremely important in the luxury sector where loyalty, trust and the image of brands in consumers’ minds may be affected by the succession process, especially when the founder has no direct heir to ensure continuity of the family firm. Through an analysis of three case studies, as well as a questionnaire distributed to active consumers of luxury products, this study aims to understand whether and how a brand can successfully survive after the death of its founder and whether the purchasing behaviour of customers changes after a founder succession takes place. Our findings reveal that the lack of a clear and structured succession plan may significantly threaten the survival of companies. In addition, our evidence indicates that the purchasing intention of luxury consumers is linked more to the bond and the values that they share with the founder than to the quality of the goods purchased. Accordingly, our results provide insights and suggestions concerning the optimal approach to follow when companies with heirless founders are planning a succession and highlights that the success and the survival of such entities is linked to consumers’ perceptions of the extent to which there are continuity and alignment between the values of the founder and those of their successors.
41
Ljungkvist, Torbjörn, and Börje Boers. "The founder’s psychological ownership and its strategic implications." Journal of Small Business and Enterprise Development 27, no. 1 (2019): 85–102. http://dx.doi.org/10.1108/jsbed-12-2018-0386.
Full textAbstract:
Purpose The purpose of this paper is to understand the change of the founder’s psychological ownership when s/he sells the business and its implications for the organization’s strategy. Design/methodology/approach The study contributes with a longitudinal study of psychological ownership, accounting for its development over time in a Swedish e-commerce company. By applying a case study methodology, conclusions are drawn from a vast amount of archival data and interviews. The empirical material covers the transition from a founder-run, family-owned to a first foreign-owned, and currently private-equity owned company. Findings Theoretically, it extends understandings of psychological ownership and its strategic implications by including former legal owners; that is, how psychological ownership changes after legal ownership ceases. Thereby, it develops the individual dimension (founder and former owner) of psychological ownership as well as its collective dimension (employees toward founder). The paper contributes to the psychological ownership founder and exit-literatures by highlighting continuity after the formal sale of legal ownership and its consequences for the organization. Practical implications It finds that new legal owners can use this heritage to signal continuity and launch strategic changes by transforming it into artifacts. Originality/value This study extends the understanding of development of psychological ownership of founders from foundation to exit and its consequences for the organization’s strategy. This extension sheds new light on founders as artifacts of organizations and thereby their role for the organizational heritage.
42
Popovic, Radomir. "Attitudes of founders and abbots to Hilandar and Studenica Typicons of St Sava." Zbornik Matice srpske za drustvene nauke, no. 151 (2015): 239–48. http://dx.doi.org/10.2298/zmsdn1551239p.
Full textAbstract:
Internal (spiritual) life in Serbian medieval monasteries dedicated to the Theotokos - Chilandar and Studenica, is regulated according to typikon of the monastery, written by Saint Sava, who was a monk at the monasteries. In these Typikons, founders gained their rights in relation to their monasteries, and they are still in relation to the abbots (hygoumenos) of the monasteries. Practice scepter of the founder of the monastery that was introduced in Hilandar Monastery Typikon from 1200/1, is nothing but the tradition that had long existed in Mount Athos. So St Sava traditionally refers to the relations abbot-founder in the Serbian monasteries at the beginning of the 13th century. Besides Typicons of Hilandar and Studenica, in the medieval Serbian state and its legal order, Dusan?s Code also dealt with the jurisdiction of founder of the monastery, and with relations between abbot of the monastery and its founder. This paper explained that during the establishment of a new monastery, church tradition was very explicit and clear regarding its organization.
43
Thomas, Roger K. "LUDWIG REINHOLD GEISSLER AND THE FOUNDING OF THE JOURNAL OF APPLIED PSYCHOLOGY." American Journal of Psychology 122, no. 3 (2009): 395–403. http://dx.doi.org/10.2307/27784411.
Full textAbstract:
Abstract A significant number of earlier (1929–1987) and more recent (1991–2009) history of psychology textbooks have reported on the 1917 founding of the Journal of Applied Psychology (JAP). Although only G. Stanley Hall (1844–1924) was mentioned as the founder, the JAP had three financial founders: Hall, John Wallace Baird (1869–1919), and Ludwig Reinhold Geissler (1879–1932). They also served as co-editors for Volumes 1 and 2, and Hall and Geissler continued as co-editors for Volumes 3 and 4. Geissler’s contributions to Volumes 1–4 far exceeded Hall’s and Baird’s. In unpublished autobiographical notes written in 1920, Geissler described himself as having "founded" and "established" the JAP with Hall’s and Baird’s aid; the evidence is consistent with that claim.
44
Rahman, Eva. "Dinamika Resiliensi pada Co-Founder Startup Generasi Milenial." Psychocentrum Review 4, no. 1 (2022): 20–32. http://dx.doi.org/10.26539/pcr.41814.
Full textAbstract:
Abstract. The formation of startup in Indonesia that sharply increase, have inspires milenial to do the same. But in its formation, there are various failures that must be faced. Startup co-founder who has multiple roles in the company, requires good resilience ability to faces problems. This study aims to determine the resilience dynamics of the millennials generation startup co-founder when facing the challenges in forming their startup. The qualitative-phenomenological approach was carried out through semi-structured in-depth interviews and observations, on 4 participants who were selected by purposive sampling, with the criteria (1) being a co-founder of startup that has been established for at least 2 years, (2) when being a co-founder they were still as a college student, (3) millennials generation (born at 1980-2000). The data validity technique was carried out by method triangulation, time triangulation, and member checking. Data analysis was carried out using Interpretative Phenomenological Analysis. The results show that there are three phases of the millennials startup co-founder resilience dynamics, (1) the initial phase, in the form of self-actualization motivation and the trend of establishing startup; (2) the stress phase, in the form of co-founder task stressors, academic, social, and expectations; (3) the adaptation & awakening phase, in the form of coping mechanisms and support systems. The results of the study can be used as a reference for millennials startup co-founders to build resilience. Further studies by increasing the number of participants, and using more reliable theory, are highly recommended to increase the validity of the findings.
45
Wilson, Gregory A., Tara L. Fulton, and Karsten Heuer. "When Theory Meets Practice: Balancing Genetic Diversity and Behaviour When Choosing Founders for a Recently Reintroduced Bison (Bison bison) Herd in Banff National Park, Canada." Diversity 15, no. 3 (2023): 366. http://dx.doi.org/10.3390/d15030366.
Full textAbstract:
The tragic decline of plains bison (Bison bison bison) in North America is well known. By the turn of the 20th century, plains bison, once numbering in the tens of millions, were extirpated from the wild in Canada. Banff National Park, AB, Canada, is within the original range of bison in North America, and still contains suitable habitat for the species. In 2017, we used measures of genetic diversity, as well as age and reproductive status, to select 16 plains bison for reintroduction to an unoccupied corner of their former historic range in Banff National Park. However, five of the preferred founders from this genetically diverse group needed to be substituted for less ideal candidates when aggressive behavior was observed, which could have compromised animal welfare during translocation. The level of genetic diversity in the founding population was therefore lower than if all proposed founders had been used, although the difference was not substantial. As expected, adults in this small, reintroduced herd had lower observed heterozygosity and number of alleles than the larger source herd, but expected heterozygosity was higher, likely a result of preferentially choosing individuals with rare alleles. Another substantial contribution to genetic diversity was in unborn fetuses: sired by males that were not translocated, the calves born a few months later provided a boost to the genetic diversity of this small founder herd. Where opportunities allow, the inclusion of pregnant females can significantly increase the genetic diversity of small founder populations. When compared to other founded herds of bison, the techniques described here have ensured that the newly established Banff NP herd is one of the most diverse bison herds in Canada, despite its relatively small number of founders.
46
Almasadeh, Ahmed Mahmoud. "The Legal Status of the Founders in the Public Shareholding Company under Incorporation in Jordan." Journal of Law and Sustainable Development 11, no. 12 (2023): e2388. http://dx.doi.org/10.55908/sdgs.v11i12.2388.
Full textAbstract:
Objective: the objective of this study first is Public shareholding companies are considered the most important engine of economic activity in the country, as they were established to undertake major economic projects, whether commercial or industrial. Therefore, the establishment of a joint-stock company requires carrying out legal procedures by people called the founders.
 
 Method: In this study, we follow the comparative analytical descriptive approach, as well as looking at some jurisprudential opinions. The study was divided into the concept of the founder in the public shareholding companies and the conditions that must be met in the founder, the first topic, and the actions issued by the founders in the company under incorporation in the second topic.
 
 Result: This study aimed to explain the role of the founders during the establishment procedures period, and the extent to which it is permissible to exploit the subject of the activity for which the company was established for during the establishment stage, and the extent of the disposition of the actions carried out by it. During the incorporation period, to the founding person or to the company.
 
 Conclusion: After this detailed presentation of the legal position of the founder in the company under incorporation in the joint-stock company, it can be said that the credit for the emergence of this type of company belongs to the founders, as he is the owner of the idea in establishing this company, and his willingness to carry out all the actions and legal procedures necessary to establish this company.
47
Wang, Qian, Huiru Chen, Yajiong Xue, and Huigang Liang. "How Corporate Social Responsibility Affects Firm Performance: The Inverted-U Shape Contingent on Founder CEO." Sustainability 14, no. 18 (2022): 11340. http://dx.doi.org/10.3390/su141811340.
Full textAbstract:
Despite abundant research on the relationship between CSR and firm performance, prior research generated highly inconsistent findings. No consensus has been achieved on the relationship between CSR and firm performance. The objective of this research is to examine how the relationship between CSR and firm performance is contingent on founders’ management roles, especially in the situation of the founder as CEO, which will provide insights into the inconsistent impacts of CSR. Based on panel data analysis, we empirically test the nonlinear relationship between corporate social responsibility (CSR) and firm performance for China’s Growth Enterprise Market (GEM) listed companies. We further explore how this relationship differs under two types of CEOs: founder CEOs and non-founder CEOs. Our econometric analysis produces two major findings. First, there is an inverted U-shaped relationship between CSR and firm performance. Second, the presence of founder CEO weakens the relationship between CSR and firm performance, making the inverted U-shaped curve flatter. This research makes both novel theoretical and practical contributions to entrepreneurship and organization research by providing an enriched understanding of the relationship between CSR and firm performance. It integrates multiple theories to create a framework within which the contingent impacts of CSR can be holistically understood. It also helps managers to realize the nonlinear economic consequences of CSR activities and the different regulatory effects of founder management.
48
Kameel, Tariq, Mohammad Amin Alkrisheh, and Tayil Mahmoud Shiyab. "An analytical study of the criminal liability for founders of joint-stock companies." Corporate Governance and Organizational Behavior Review 5, no. 2, special issue (2021): 203–11. http://dx.doi.org/10.22495/cgobrv5i2sip8.
Full textAbstract:
Due to the importance of commercial enterprises to economic development, the UAE legislature has sought to carefully regulate them, including providing guarantees to prevent manipulation by founders during the incorporation period. This article focuses on the criminal liability of founders of joint-stock companies in Emirati law and clarifies the actions that result in criminal liability for founders of joint-stock companies. The article approaches the topic by first defining a founder and the qualifications they must possess. Then, the article discusses the crimes and the rulings related to the crimes committed during the incorporation of a joint-stock company (Kamensky, Dudorov, Movchan, Vozniuk, & Makarenko, 2020). This is done by analyzing the relevant laws, including the UAE Commercial Enterprise Law (Number 2 of 2015). The article concludes that the Emirati legislature has defined the purpose of founders and provided the conditions that a person must fulfill to sign the initial contract to incorporate a company as a founder. Moreover, this study showed that the Emirati legislature has leaned towards issuing severe punishments for those who commit these crime
49
Menon, Sree Devi, Zalina Osman, Kho Chenchill, and William Chia. "A positive feedback loop between Dumbfounded and Rolling pebbles leads to myotube enlargement in Drosophila." Journal of Cell Biology 169, no. 6 (2005): 909–20. http://dx.doi.org/10.1083/jcb.200501126.
Full textAbstract:
In Drosophila, myoblasts are subdivided into founders and fusion-competent myoblasts (fcm) with myotubes forming through fusion of one founder and several fcm. Duf and rolling pebbles 7 (Rols7; also known as antisocial) are expressed in founders, whereas sticks and stones (SNS) is present in fcm. Duf attracts fcm toward founders and also causes translocation of Rols7 from the cytoplasm to the fusion site. We show that Duf is a type 1 transmembrane protein that induces Rols7 translocation specifically when present intact and engaged in homophilic or Duf–SNS adhesion. Although its membrane-anchored extracellular domain functions as an attractant and is sufficient for the initial round of fusion, subsequent fusions require replenishment of Duf through cotranslocation with Rols7 tetratricopeptide repeat/coiled-coil domain-containing vesicles to the founder/myotube surface, causing both Duf and Rols7 to be at fusion sites between founders/myotubes and fcm. This implicates the Duf–Rols7 positive feedback loop to the occurrence of fusion at specific sites along the membrane and provides a mechanism by which the rate of fusion is controlled.
50
García-Álvarez, Ercilia, Jordi López-Sintas, and Pilar Saldaña Gonzalvo. "Socialization Patterns of Successors in First- to Second-Generation Family Businesses." Family Business Review 15, no. 3 (2002): 189–203. http://dx.doi.org/10.1111/j.1741-6248.2002.00189.x.
Full textAbstract:
This paper focuses on the socialization of potential successors in family business and attempts to relate this process to values that founders intend to convey to the next generation. We found that founders' values condition potential successors' socialization and that there are two different phases common to all socialization processes. The first stage, characterized by family socialization and common to all founders' descendants, comprises value transmission and training. The second stage is characterized by business socialization and reserved only for the founder's potential successors. We also identified two models of socialization that pursue two different aims: (a) the Founder Homosocial Reproduction Model and (b) the New Leader Development Model. These socialization models are consistent not only with values that the founder intends to convey to potential successors but also with the founder's own business perception. We present and explain the distribution of these two models according to each group of founders. Finally, we reveal the content of what we call the founder's dependence paradox and the effect on the next-generation socialization process.