<![CDATA[Introduction: This groundbreaking paper examines the uncharted territory of corporate governance within non-traditional organizations, focusing on the dynamic landscape of start-up enterprises. Background Problem: In an era dominated by rapid technological advancements and unprecedented growth in start-ups, this research sheds light on the intricate relationship between innovation processes and value creation that fundamentally reshapes corporate governance mechanisms. Novelty: The novelty of this study paper lies in bridging the research gap in corporate governance studies, specifically in non-traditional settings like start-up enterprises. Research Methods: Embarking on a multi-exploratory study, the author examines the value of co-creation processes in eleven vibrant start-up organizations. The study unravels the interplay between stakeholders' value creation and innovation through primary and secondary data from interviews, focus group discussions, observations, and documentary analyses. This exploration vividly illustrates how these dynamics influence organizational culture and, consequently, redefine the very structure of these innovative entities. Findings: The findings spotlight unique innovation and co-creation processes intricately tied to customer needs and leadership styles. From product newness to bespoke offerings and active, dynamic leadership, these factors intricately mold the organizational structure of start-ups. Contributions: This paper offers insights into successful corporate governance in start-ups, focusing on the social impact of value generation. It outlines transformations like strong leadership, integrated communication systems, innovative remuneration schemes, and technology use, promoting a holistic approach to governance in the fast-paced startup world.]]>
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