Boards of directors in small and medium-sized industrial firms: examining the effects of the board's working style on board task performance

Gabrielsson, Jonas; Winlund, Henrik

doi:10.1080/08985620050177930

Cited by 129 publications

(159 citation statements)

References 34 publications

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“…However, the effects are seldom studied (Gabrielsson & Winlund, 2000). Some evidence suggests that the association between meeting frequency and firm performance is more complex than previously reported (Vafeas, 1999).…”

Section: Meeting Preparationmentioning

confidence: 76%

“…An independent board can introduce a broader set of considerations involving stakeholder interests, public responsibilities, and relevant industry trends. In the same way, independent boards may be better informed and thus better able to support management with advice and information (Gabrielsson & Winlund, 2000). Accordingly, we propose the following hypothesis:…”

Section: Board Compositionmentioning

confidence: 99%

“…This paper focuses on the link between firm value and several corporate governance issues. The most common measures of board demography have been board size, the ratio of inside/outside directors, and CEO duality (Gabrielsson & Winlund 2000). We also examine the effect of another important board dimension -the intensity of board activity (Brick & Chidambaran, 2010).…”

Section: Board Characteristics and Firm Performancementioning

confidence: 99%

“…Nevertheless, related empirical evidence is ambiguous about the relationship between board demography and firm performance (Minichilli, Zattoni & Zona, 2009). The contribution of boards to firm success may not always reach its full potential (Gabrielsson & Winlund, 2000). Many researches argue that the effective functioning of boards can have effects on the firm performance (Zahara & Pearrce 1989).…”

Section: Introductionmentioning

confidence: 99%

“…In this sense, despite management scholars' increasing attention to boards of directors, scant evidence on the antecedents of board task performance has emerged (Gabrielsson & Winlund 2000;Minichilli, Zattoni & Zona, 2009). Following Forbes & Milliken (1999), we considered board task performance as the board's ability to perform its control and service tasks effectively.…”

Section: Introductionmentioning

confidence: 99%

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Boards of directors in SMEs: An empirical evidence of board task performance

Iturralde

Maseda

Arosa

et al. 2016

SAJBM

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This paper seeks to provide a better understanding of what makes boards effective. We analyse the relationships between board demography and company performance and between working structures and board tasks in small and medium-sized enterprises (SMEs). We test our hypotheses on a sample of 307 Spanish SMEs. The main empirical result is the negative impact that the proportion of outside directors and the board size have on firm performance. We also find a negative impact of outsiders' presence and a positive impact of director tenure on the board's service role. Our analysis of the role of board control highlights the negative relationship between this variable and CEO tenure.

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Section: Meeting Preparationmentioning

confidence: 76%

Section: Board Compositionmentioning

confidence: 99%

Section: Board Characteristics and Firm Performancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Boards of directors in SMEs: An empirical evidence of board task performance

Iturralde

Maseda

Arosa

et al. 2016

SAJBM

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Legitimacy, trustee incentives, and board processes: the case of public and private non‐profit nursing homes

Dewaelheyns¹,

Eeckloo

Hulle

2010

Health Planning & Management

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Using a unique data set, this study explores how type of ownership (government/private) is related to processes of governance. The findings suggest that the neo-institutional perspective and the self-interest rationale of the agency perspective are helpful in explaining processes of governance in both government- and privately owned non-profit organizations. Due to adverse incentives and the quest for legitimacy, supervising governance bodies within local government-owned non-profit institutions pay relatively less attention to the development of high quality supervising bodies and delegate little to management. Our findings also indicate that governance processes in private institutions are more aligned with the business model and that this alignment is likely driven by a concern to improve decision making. By contrast, our data also suggest that in local government-owned institutions re-election concerns of politicians-trustees are an important force in the governance processes of these institutions. In view of these adverse incentives - in contrast to the case of private organizations - a governance code is unlikely to entail much improvement in government-owned organizations.

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Board Resources and Firm Performance in SMEs

Domínguez-CC

Castro

2018

Economy, Business and Uncertainty: New Ideas for a Euro-Mediterranean Industrial Policy

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Boards of directors in small and medium-sized industrial firms: examining the effects of the board's working style on board task performance

Cited by 129 publications

References 34 publications

Boards of directors in SMEs: An empirical evidence of board task performance

Boards of directors in SMEs: An empirical evidence of board task performance

Legitimacy, trustee incentives, and board processes: the case of public and private non‐profit nursing homes

Board Resources and Firm Performance in SMEs

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