The added value of governance boards in small and medium-sized family firms

Matser, Ilse; Gerritsen, Dirk

doi:10.22495/cocv7i3c4p7

Cited by 1 publication

(3 citation statements)

References 38 publications

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“…For example, valuable insights are generated through the exploration of country-specific governance laws which provide valuable insights into how CG impacts performance. In the Netherlands, for example, firms are permitted an advisory and/or supervisory board, and this structure is voluntary for many SMEs (Matser and Gerritsen, 2010). These authors exploit this unique setting to isolate a relationship between governance boards and the existence of written strategic plans and expected marketability of the firm.…”

Section: Contextualised Researchmentioning

confidence: 99%

“…Gabrielsson and Huse (2002) highlight that SMEs can co-opt these resources from outside their organisations [for example, from venture capitalist (VC) firms]. “Familiness” is considered a resource by Matser and Gerritsen (2010), who also use social and human capital to guide their discussion. They highlight the possible use of resources from outside the formal board structure such as “business contacts, networks and tacit knowledge” (p. 473).…”

Section: Alternative Governance Findings Insights and Critiquementioning

confidence: 99%

“…Eight articles study the strategic role of boards, with Matser and Gerritsen (2010) demonstrating improved strategy and better performance where a governance board operates. Strategic studies focus on advice provision, the impact of a good network (Bennedsen et al , 2008) and the determination of corporate direction (Ebrahim et al , 2014).…”

Section: Alternative Governance Findings Insights and Critiquementioning

confidence: 99%

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SME corporate governance: a literature review of informal mechanisms for governance

Handley

Molloy

2022

MEDAR

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Purpose This paper takes a structured literature review (SLR) approach to identify gaps in the literature and suggest future research opportunities. It focuses on corporate governance (CG) performed outside the formal board of directors’ structure and examines research of alternative CG of small and medium-sized entities (SMEs). Design/methodology/approach The authors use the SLR method to search the Scopus database, extracting and synthesising findings relating specifically to SMEs’ CG. These are tabulated and described using bibliometric software. Findings The authors highlight an absence of tailored theoretical approaches to understanding CG in SMEs, which differs from the governance of larger entities. They also find evidence of alternative governance structures in SME CG. Research limitations/implications Further research should embrace management and other theoretical perspectives and expanded methodologies, nuances in understanding offered in contextualised settings and awareness of practical implications to better understand the specific setting of CG in SMEs. Practical implications SMEs seek to access the scarce resources and skills external to their formal CG structures. Regulators and resource providers should mobilise facilitation and training for this expansion. Originality/value The authors synthesise a large body of literature to extract findings specific to SMEs. A unique contribution is our focus on alternative forms of CG in SMEs. Evidence of alternative boards points to resolutions for human capital shortages in SMEs.

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Section: Contextualised Researchmentioning

confidence: 99%

Section: Alternative Governance Findings Insights and Critiquementioning

confidence: 99%