Antecedents and consequences of cognitive and affective conflicts between venture capitalists and CEOs: from inequity perceptions to behavioral intentions

Dmitry Khanin; Ofir Turel

doi:10.5465/ambpp.2009.44265117

Antecedents and consequences of cognitive and affective conflicts between venture capitalists and CEOs: from inequity perceptions to behavioral intentions

Dmitry Khanin, Ofir Turel

Research output: Contribution to conference › Paper › peer-review

5 Citations (Scopus)

Abstract

Prior research established that cognitive conflicts between venture capitalists (VCs) and CEOs of financed companies are positively related to venture success whereas affective conflicts between the parties often exert an adverse effect on performance. Based on a survey of over 100 CEOs of VC-backed ventures, we unveil a positive relationship between insufficient VC support and cognitive conflicts, on the one hand, and between cognitive and affective conflicts, on the other hand. We also establish that affective conflicts may influence both CEOs' intention to use different financial intermediaries in the future and CEOs' intention to improve cooperation with VCs.

Original language	English
DOIs	https://doi.org/10.5465/ambpp.2009.44265117
Publication status	Published - 2009
Externally published	Yes
Event	Annual Meeting of the Academy of Management 2009 - Chicago, United States of America Duration: 7 Aug 2009 → 11 Aug 2009 Conference number: 69th

Conference

Conference	Annual Meeting of the Academy of Management 2009
Abbreviated title	AoM 2009
Country/Territory	United States of America
City	Chicago
Period	7/08/09 → 11/08/09

Keywords

Conflict
Financing
Venture capital

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

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10.5465/ambpp.2009.44265117

Cite this

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title = "Antecedents and consequences of cognitive and affective conflicts between venture capitalists and CEOs: from inequity perceptions to behavioral intentions",

abstract = "Prior research established that cognitive conflicts between venture capitalists (VCs) and CEOs of financed companies are positively related to venture success whereas affective conflicts between the parties often exert an adverse effect on performance. Based on a survey of over 100 CEOs of VC-backed ventures, we unveil a positive relationship between insufficient VC support and cognitive conflicts, on the one hand, and between cognitive and affective conflicts, on the other hand. We also establish that affective conflicts may influence both CEOs' intention to use different financial intermediaries in the future and CEOs' intention to improve cooperation with VCs.",

keywords = "Conflict, Financing, Venture capital",

author = "Dmitry Khanin and Ofir Turel",

year = "2009",

doi = "10.5465/ambpp.2009.44265117",

language = "English",

note = "Annual Meeting of the Academy of Management 2009, AoM 2009 ; Conference date: 07-08-2009 Through 11-08-2009",

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Antecedents and consequences of cognitive and affective conflicts between venture capitalists and CEOs: from inequity perceptions to behavioral intentions. / Khanin, Dmitry; Turel, Ofir.
2009. Paper presented at Annual Meeting of the Academy of Management 2009, Chicago, Illinois, United States of America.

Research output: Contribution to conference › Paper › peer-review

TY - CONF

T1 - Antecedents and consequences of cognitive and affective conflicts between venture capitalists and CEOs

T2 - Annual Meeting of the Academy of Management 2009

AU - Khanin, Dmitry

AU - Turel, Ofir

N1 - Conference code: 69th

PY - 2009

Y1 - 2009

N2 - Prior research established that cognitive conflicts between venture capitalists (VCs) and CEOs of financed companies are positively related to venture success whereas affective conflicts between the parties often exert an adverse effect on performance. Based on a survey of over 100 CEOs of VC-backed ventures, we unveil a positive relationship between insufficient VC support and cognitive conflicts, on the one hand, and between cognitive and affective conflicts, on the other hand. We also establish that affective conflicts may influence both CEOs' intention to use different financial intermediaries in the future and CEOs' intention to improve cooperation with VCs.

AB - Prior research established that cognitive conflicts between venture capitalists (VCs) and CEOs of financed companies are positively related to venture success whereas affective conflicts between the parties often exert an adverse effect on performance. Based on a survey of over 100 CEOs of VC-backed ventures, we unveil a positive relationship between insufficient VC support and cognitive conflicts, on the one hand, and between cognitive and affective conflicts, on the other hand. We also establish that affective conflicts may influence both CEOs' intention to use different financial intermediaries in the future and CEOs' intention to improve cooperation with VCs.

KW - Conflict

KW - Financing

KW - Venture capital

UR - https://www.scopus.com/pages/publications/85087246188

U2 - 10.5465/ambpp.2009.44265117

DO - 10.5465/ambpp.2009.44265117

M3 - Paper

AN - SCOPUS:85087246188

Y2 - 7 August 2009 through 11 August 2009

ER -

Antecedents and consequences of cognitive and affective conflicts between venture capitalists and CEOs: from inequity perceptions to behavioral intentions

Abstract

Conference

Keywords

UN SDGs

Access to Document

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