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  • 1.
    Brundin, Ethel
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership. Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management).
    Nordqvist, Mattias
    Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership. Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management).
    Beyond Facts and Figures: The Role of Emotions in Boardroom Dynamics2008In: Corporate governance: An International Review, ISSN 0964-8410, E-ISSN 1467-8683, Vol. 16, no 4, p. 326-341Article in journal (Refereed)
  • 2.
    Machold, Silke
    et al.
    University of Wolverhampton.
    Huse, Morten
    BI Norwegian School of Management.
    Minichilli, Alessandro
    Bocconi University.
    Nordqvist, Mattias
    Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership). Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership.
    Board Leadership and Strategy Involvement in Small Firms: A Team Production Approach2011In: Corporate governance: An International Review, ISSN 0964-8410, E-ISSN 1467-8683, Vol. 19, no 4, p. 368-383Article in journal (Refereed)
    Abstract [en]

    Research Question/Issue: Boards' involvement in strategy is generally seen to be an indicator of board effectiveness, but less is known about the relationship between board leadership and strategy involvement, especially in small firms. This study analyzes board leadership from a team production perspective as an antecedent to board strategy involvement in small firms.

    Research Findings/Insights: Using survey data from 140 small firms in Norway collected in two different time periods, we demonstrate that leadership behaviors and processes have a greater impact on boards' strategy involvement than structural leadership characteristics alone.

    Theoretical/Academic Implications: The study provides empirical support for a team production perspective on boards. Our data show that (1) board members' knowledge, board development, and board chairperson leadership efficacy positively influence boards' strategy involvement, and (2) chairperson leadership efficacy enhances boards' strategy involvement under structural conditions of combined CEO/chairperson leadership and changes in board composition. These findings expand the traditional understanding of structural leadership conditions.

    Practitioner/Policy Implications: The study offers insights to small business owners and managers on how to improve the strategy involvement of boards. For policy makers, the study has implications for the content of codes of good governance practice relevant to small firms, specifically in relation to board development initiatives and board evaluations.

  • 3.
    Visintin, Francesca
    et al.
    University of Udine, Italy.
    Pittino, Daniel
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO).
    Minichilli, Allessandro
    Bocconi Universitt, Italy.
    Financial performance and non‐family CEO turnover in private family firms under different conditions of ownership and governance2017In: Corporate governance: An International Review, ISSN 0964-8410, E-ISSN 1467-8683, Vol. 25, no 5, p. 312-337Article in journal (Refereed)
    Abstract [en]

    Manuscript Type: Empirical 

    Research Question/Issue

    Family firms, as insider-controlled companies, should be less likely to exhibit CEO turnover after poor performance and may thus promote enhanced focus on long-term goals. However, when a non-family CEO is in charge, the relatively limited empirical evidence is contrasting. Some studies find that only family CEOs are immune from the threat of dismissal following poor financial performance, while other studies show that family firms discipline their CEOs for poor financial performance regardless of their family status. In this work, we try to reconcile these contrasting findings and investigate what ownership and governance conditions influence the owners’ pressure on the CEO to achieve short-term financial results.

    Research findings/insights

    Drawing on a longitudinal dataset that covers the entire population of Italian medium and large family companies, we find that when family ownership is concentrated in the hands of few family shareholders or there is a low number of family members involved in the board of directors, non-family CEOs are less likely to be dismissed after poor performance.

    Theoretical/Academic Implications

    Our study, adopting the behavioral agency theory as the guiding framework, highlights the importance for governance decisions of the potential goal divergence among principals in closely held ownership structures. Our results also add to the still scant literature on the relationship between family owners and non-family CEOs.

    Practitioner/Policy Implications

    Our research suggests that, in the decision to hire a non-family CEO, family business owners should not only assess their gaps in managerial skills but also carefully consider the ownership structure and family involvement conditions. On the side of professional non-family managers, our results offer insights on ways to address the employment relationship with the controlling family.

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