1,721,128 research outputs found
Women and Multiple Board Memberships: Social Capital and Institutional Pressure
No full textWe show unintended consequences of quota regulations to get women on boards. Board members may have different characteristics, and even among women, there are variations. We assume that the characteristics of the board members have an influence on their contributions to boards, to businesses as well as to society. In this paper, we argue that different types of societal pressure to get women on boards have an influence on the social capital characteristics of the women getting multiple board memberships. The paper is drawing on institutional theory and social capital theory, and we distinguish between mimetic, normative, and coercive types of pressure. Through a cluster analysis of 58 Italian “golden skirts”, we show that different types of societal pressure may lead to differences in social capital characteristics. The study has implications for the ongoing international debate about women and diversity on boards, and we propose developing a pressure theory for getting women on boards
Towards a theory of paternalism to investigate family business governance. Academy of Management
No full textTrust, Firm Life Cycle and Actual Board behaviour. Evidence from ‘One of the Lads’ in the Board of Three Small Firms
No full textProcesses outside and inside the boardroom and actual board behavior in small firms are investigated in this empirical study where one of the authors was a participant observer. A firm’s life cycle approach was used. The study shows that actual board behavior differs with life cycle phase: in the start-up phase, board involvement is in legitimacy tasks; in the growth phase, board’s involvement is in advisory tasks; and in the firm crisis stage, the board’s involvement is in control tasks. We argue, based on the observations, that boards are empowered to these tasks based on different types of trust relationships between internal actors, external actors and the board members
Exploring the impact of board processes on board tasks performance: Empirical analyses of small firms
No full textDoes familiness contribute to firm performance? Exploring the mediating effects of board processes and tasks
No full textBoards in small family firms. What makes them active?
No full textThe attention to board of directors in small firms is increasing. Traditionally they have been considered to be passive and labeled paper boards or aunt boards. However, boards in small firms are now undergoing major changes. In this paper we test hypotheses of what makes boards active and allows them to contribute to value creation. Activity is seen in relation to board task involvement. Predictions based on agency theory, resource dependence theory and the resource based view of the firm are used to explore board task involvement. In a sample of 347 small firms we got strong support for hypotheses highlighting the use of the knowledge of the board members and various board maintenance tools, such as regular board evaluations, to increase board task involvement. Various contextual variables were included as control variables, but few were significantly related to board task involvement. Actionable advice to boards in small firms is provided
Does Family Involvement Influence Firm Performance? Exploring the Mediating Effects of Board Processes and Tasks
No full textFollowing calls to capture the consequences of family involvement in the business, this article
empirically investigates the mediating role of board processes (i.e., effort norms, use of knowledge
and skills, and cognitive conflicts) and board (control and strategy) tasks in the relationship
between family involvement and firm performance in small and medium-sized companies.
To address this purpose, we developed a theoretical model using family business and corporate
governance literature. We collected data from one sample of small and medium-sized enterprises,
and we applied structural equation modeling to validate and test constructs and relationships.
Our results show that (a) family involvement in the business has a positive impact on effort norms
and use of knowledge and skills, and a negative one on cognitive conflicts, (b) board processes
have generally a positive influence on board tasks performance, and (c) board strategy task
performance positively influences firm financial performance, while board control tasks do not
have a significant impact. Results have implications for both research and practice
The relationship between board service task, knowledge and export intensity in family firms
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