Contribution of the co-founder to new business performance Online publication date: Fri, 10-Apr-2009
by Tatsuyoshi Masuda
International Journal of Business and Globalisation (IJBG), Vol. 3, No. 4, 2009
Abstract: The economic performance of the new business founders depends on the existence of the co-founder as well as their managerial works of new business. The existence of the co-founder, all else remaining equal, contribute to increase the actual sales more than 60%. Furthermore, the empirical results show that the profitable new founders employ the specific 'staff' within the firm as the co-founder, and perform cooperatively at the sales/public relations work with their co-founder. The cooperative work at the sales/public relations suggests that because a day after start-up is not long, founder and his co-founder still devote themselves to the increasing of sales in solidarity. When complementing the founder's personnel management work with the accounting/finance work for co-founder, the new firm achieved higher sales. These findings indicate for new founders to be profitable, the importance of their interdependent relationships in managerial works as well as the existence of and the choice of co-founder.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Business and Globalisation (IJBG):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook