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Abstract
This article identifies four mechanisms (talking continuously; showing commitment to a community; strengthening operational focus; and accepting difficult decisions) in Venture Capitalist (VC)—Owner–Manager (OM) relationships that serve to manage tensions and thus avert detrimental situations, namely conflicts. The results enrich the literature on VC‐OM conflict by mobilizing a tension intensity variable and by providing evidence on how tense critical events can be managed. We offer recommendations and insight into managing tension intensity, which can help VCs and OMs derive the potential benefits of opposing viewpoints while avoiding major disruptions in their relationships.
Notes
9. Original quotations are in French. They have been translated into English in the tables.
Additional information
Notes on contributors
Claire Champenois
Claire Champenois is Associate Professor in Entrepreneurship at Audencia Business School.
Michel Devigne
Michel Devigne is Associate Professor in Sociology at Ecole des Mines de Nantes ‐ LEMNA.
François‐régis Puyou
François‐Régis Puyou is Lecturer at the University of St Andrews School of Management.