| 000 | 01742cam a2200169 4500500 | ||
|---|---|---|---|
| 005 | 20260322002948.0 | ||
| 041 | _afre | ||
| 042 | _adc | ||
| 100 | 1 | 0 |
_aCavagna, Numa _eauthor |
| 700 | 1 | 0 |
_aStéphany, Éric _eauthor |
| 245 | 0 | 0 | _aProposals for the Governance Design of the Mission-Driven Startup |
| 260 | _c2025. | ||
| 500 | _a91 | ||
| 520 | _aOur research article analyzes the governance design of mission-driven start-ups that embed a socio-environmental purpose into their statutes from inception. Drawing on an in-depth case study, it highlights a hybrid governance configuration that combines cognitive levers (strategic guidance, stakeholder alignment) with disciplinary mechanisms (impact reporting, external audits). Three propositions are developed: (1) from the seed capital stage, the purpose exerts pressure on the organization by establishing dedicated oversight structures, thereby reinforcing its disciplinary dimension; (2) the mission acts as a governance mechanism by grading socio-environmental objectives, guiding decision-making, and fostering stakeholder alignment; (3) the publication of annual reports based on specific indicators, and their public dissemination by an independent third-party body (OTI), strengthens both the disciplinary and cognitive functions of governance. A fine-grained analysis of these mechanisms reveals their functional interweaving, enabling the emergence of a formalized cognitive governance structure adapted to the complexity and normative expectations of mission-driven entrepreneurship. | ||
| 786 | 0 | _nInnovations | special issue | HS1 | 2025-10-10 | p. 87-87 | 1267-4982 | |
| 856 | 4 | 1 | _uhttps://shs.cairn.info/revue-innovations-2025-HS1-page-87?lang=en&redirect-ssocas=7080 |
| 999 |
_c1728092 _d1728092 |
||