Family Business Survival and the Role of Boards

Wilson, Nick; Wright, Mike; Scholes, Louise

doi:10.1111/etap.12071

Cited by 160 publications

(161 citation statements)

References 49 publications

(67 reference statements)

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“…These inconsistent results, in addition to the fact that relatively little research links gender diversity and board process tasks, makes more research necessary (Wilson et al 2013). This is why research has begun to include more "nuanced variables and more proximal outcomes than firm performance" in studies on the effects of gender diversity on boards (Johnson et al 2013, p. 239).…”

Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

“…Despite these potentially negative effects in extreme cases, gender diversity in the boardroom usually allows family SMEs to make more creative, innovative, and effective decisions (Wilson et al 2013). Women directors have a greater ability to multitask as well as to overcome contradictions in decision making (Francis 1999).…”

Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

“…Further, a high SIBD may help firms design successful responses to current and new customer needs (Groysberg and Bell 2013) due to women directors' stronger marketing and sales abilities (Ali et al 2014). A higher SIBD may help board members exchange information collected through the various networks (e.g., suppliers, consumers) that male and female directors have (Wilson et al 2013). …”

Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

“…We use the log of both variables as a control to adjust for skewness. Third, we controlled for board size, measured as the number of board directors with voting rights, since the corporate governance literature suggests that board size impacts board task performance (Calabro et al 2013), given that larger boards represent more perspectives and a wider set of skills, though this can also create coordination conflicts (Wilson et al 2013). Additionally, some research finds that larger boards have more female directors (Terjesen et al 2009).…”

Section: Control Variablesmentioning

confidence: 99%

“…For the boards of family SMEs, gender diversity and differences among family involvement levels seem to play a prominent role in diversity Bammens et al 2011). On the one hand, family firms usually have more female directors than their non-family counterparts, being on the "gender-diverse" end of the spectrum of private firms (Wilson et al 2013). However, the literature reports inconclusive findings on the impact of board gender diversity (Ali et al 2014).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Entrepreneurial orientation and firm performance in family SMEs: the moderating effects of family, women, and strategic involvement in the board of directors

et al. 2017

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Entrepreneurial success in family SMEs is largely determined by the knowledge, skills, and new ideas contributed by board directors, the most important actors in the formulation of corporate strategy and decision making. The composition of family SME boards has traditionally been homogeneous, as such boards usually comprise male family members. Boards' contributions, however, depend on their level of diversity and strategic involvement. This study analyzes the moderating effects of two main sources of board diversity in family firms, family involvement level and gender diversity, as potential means of enhancing family firms' success when exploiting entrepreneurial initiatives. This study also explores whether these two potential moderators depend on the strategic involvement of the board directors. Based on a sample of 230 Spanish family firms, we found that the link between entrepreneurial orientation and performance is stronger in firms with lower levels of family involvement and higher levels of gender diversity in the board. Moreover, the board's high strategic involvement may strengthen the positive impact of gender diversity and change the moderating influence of family involvement from negative to positive.

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Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning

confidence: 99%

Section: Control Variablesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Entrepreneurial orientation and firm performance in family SMEs: the moderating effects of family, women, and strategic involvement in the board of directors

et al. 2017

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Digital transformation and corporate environmental performance: The moderating role of board characteristics

Chen

Hao

2022

Corp Soc Responsibility Env

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Digital transformation, board characteristics, and environmental performance are increasingly important in the field of corporate sustainability. However, despite the growing literature on digital transformation, there is a paucity of literature that considers board characteristics. This paper aims to fill this gap by exploring the relationship between digital transformation and environmental performance from the perspective of board characteristics. Chinese listed companies from 2010 to 2019 were taken as the original data, the moderating effect of the board characteristics was tested by using the moderating effect model. We find that digital transformation can significantly improve corporate environmental performance. A low willingness to digital transformation was showed in the board of directors with age diversity, nationality diversity, shareholding concentration, and political connections. In contrast, digital transformation strategies were preferred in the boards with more female directors and higher educational backgrounds. Our study is of significant value for companies undergoing digital transformation.

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Impacts of digital transformation on corporate green technology innovation: Do board characteristics play a role?

Lin,

Xie

2023

Corp Soc Responsibility Env

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Digital transformation (DT), board characteristics, and green technology innovation (GI) have a substantial impact on corporate sustainability. However, there are seemingly conflicting conclusions about how DT affects an enterprise's GI performance, and few studies have considered the moderating effect of board characteristics. We aim to explore the impact of board characteristics on the correlation between DT and GI, using a sample of 1470 listed companies in China and employing a fixed‐effects model. Our results suggest that DT significantly enhances enterprises' GI performance; DT indirectly promotes the GI performance of enterprises by increasing their R&D investments, optimizing human capital structure, and enhancing management efficiency. Additionally, board gender diversity, board size, and board educational level positively moderate the relationship between DT on GI, whereas the impact will be blunted by board age diversity. Our conclusions are of great value to promote enterprises' GI performance and realize enterprises' sustainable development.

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Family Business Survival and the Role of Boards

Cited by 160 publications

References 49 publications

Entrepreneurial orientation and firm performance in family SMEs: the moderating effects of family, women, and strategic involvement in the board of directors

Entrepreneurial orientation and firm performance in family SMEs: the moderating effects of family, women, and strategic involvement in the board of directors

Digital transformation and corporate environmental performance: The moderating role of board characteristics

Impacts of digital transformation on corporate green technology innovation: Do board characteristics play a role?

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