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  • Arzubiaga et al._2018_JBV_Family SMEs BoD EO innovation

    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of Business Venturing. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Venturing, 33, 4, 2018 DOI: 10.1016/j.jbusvent.2018.03.002

    Accepted author manuscript, 497 KB, PDF-document

    Embargo ends: 26/03/20

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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Entrepreneurial orientation and innovation in family SMEs: Unveiling the (actual) impact of the Board of Directors

Research output: Contribution to journalJournal article

Published
<mark>Journal publication date</mark>07/2018
<mark>Journal</mark>Journal of Business Venturing
Issue number4
Volume33
Number of pages15
Pages (from-to)455-469
<mark>State</mark>Published
Early online date26/03/18
<mark>Original language</mark>English

Abstract

Drawing on stewardship and resource dependence theories, we examine how the board of directors (BoD) influences the link between entrepreneurial orientation (EO) and ambidextrous innovation in small and medium sized family firms (family SMEs). Our analysis of 230 Spanish family SMEs shows that family involvement in the BoD has a negative effect on their ability to turn EO into innovation. Moreover, we show that the BoD’s strategic involvement in service
and control tasks and the provision of knowledge and skills have positive effects, whereas the intensity of BoD activity has a surprisingly negative effect. These findings underscore that the effects of the BoD on the entrepreneurship-innovation link are more complex than previously thought, pointing to the important role of both BoD composition and BoD functioning for enabling innovation in family SMEs.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Journal of Business Venturing. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Venturing, 33, 4, 2018 DOI: 10.1016/j.jbusvent.2018.03.002