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From family director pathos to board ethos: Managing multiple role identity struggles in the boardroom of family firms

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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From family director pathos to board ethos: Managing multiple role identity struggles in the boardroom of family firms. / Bettinelli, Cristina; De Massis, Alfredo; Singal, M et al.
In: Journal of Management Studies, Vol. 61, No. 7, 30.11.2024, p. 2814-2848.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Bettinelli, C, De Massis, A, Singal, M & Davis, J 2024, 'From family director pathos to board ethos: Managing multiple role identity struggles in the boardroom of family firms', Journal of Management Studies, vol. 61, no. 7, pp. 2814-2848. https://doi.org/10.1111/joms.12990

APA

Bettinelli, C., De Massis, A., Singal, M., & Davis, J. (2024). From family director pathos to board ethos: Managing multiple role identity struggles in the boardroom of family firms. Journal of Management Studies, 61(7), 2814-2848. https://doi.org/10.1111/joms.12990

Vancouver

Bettinelli C, De Massis A, Singal M, Davis J. From family director pathos to board ethos: Managing multiple role identity struggles in the boardroom of family firms. Journal of Management Studies. 2024 Nov 30;61(7):2814-2848. Epub 2023 Aug 13. doi: 10.1111/joms.12990

Author

Bettinelli, Cristina ; De Massis, Alfredo ; Singal, M et al. / From family director pathos to board ethos : Managing multiple role identity struggles in the boardroom of family firms. In: Journal of Management Studies. 2024 ; Vol. 61, No. 7. pp. 2814-2848.

Bibtex

@article{e4e0f398e1b34768868487a83d051982,
title = "From family director pathos to board ethos: Managing multiple role identity struggles in the boardroom of family firms",
abstract = "AbstractThe literature indicates that the board of directors exists to provide resources and strategic direction (service task) and monitor top managers (control task), often tending to overgeneralize board tasks. Using a unique sample of 36 elite family firm directors having served on 615 boards with an aggregate 1447 years{\textquoteright} experience, and integrating interview and secondary data with observations, we capture how the multiple role identity struggles experienced by family directors are managed in the board. Our data indicate that effective boards resolve multiple role identity struggles (i.e., family director {\textquoteleft}pathos{\textquoteright}) through the mechanisms that boardroom structural forces trigger and the resulting bridge and buffer tasks enacted (i.e., board {\textquoteleft}ethos{\textquoteright}), going beyond the traditional service and control tasks.",
keywords = "Business and International Management, Management of Technology and Innovation, Strategy and Management",
author = "Cristina Bettinelli and {De Massis}, Alfredo and M Singal and J Davis",
year = "2024",
month = nov,
day = "30",
doi = "10.1111/joms.12990",
language = "English",
volume = "61",
pages = "2814--2848",
journal = "Journal of Management Studies",
issn = "0022-2380",
publisher = "Wiley-Blackwell",
number = "7",

}

RIS

TY - JOUR

T1 - From family director pathos to board ethos

T2 - Managing multiple role identity struggles in the boardroom of family firms

AU - Bettinelli, Cristina

AU - De Massis, Alfredo

AU - Singal, M

AU - Davis, J

PY - 2024/11/30

Y1 - 2024/11/30

N2 - AbstractThe literature indicates that the board of directors exists to provide resources and strategic direction (service task) and monitor top managers (control task), often tending to overgeneralize board tasks. Using a unique sample of 36 elite family firm directors having served on 615 boards with an aggregate 1447 years’ experience, and integrating interview and secondary data with observations, we capture how the multiple role identity struggles experienced by family directors are managed in the board. Our data indicate that effective boards resolve multiple role identity struggles (i.e., family director ‘pathos’) through the mechanisms that boardroom structural forces trigger and the resulting bridge and buffer tasks enacted (i.e., board ‘ethos’), going beyond the traditional service and control tasks.

AB - AbstractThe literature indicates that the board of directors exists to provide resources and strategic direction (service task) and monitor top managers (control task), often tending to overgeneralize board tasks. Using a unique sample of 36 elite family firm directors having served on 615 boards with an aggregate 1447 years’ experience, and integrating interview and secondary data with observations, we capture how the multiple role identity struggles experienced by family directors are managed in the board. Our data indicate that effective boards resolve multiple role identity struggles (i.e., family director ‘pathos’) through the mechanisms that boardroom structural forces trigger and the resulting bridge and buffer tasks enacted (i.e., board ‘ethos’), going beyond the traditional service and control tasks.

KW - Business and International Management

KW - Management of Technology and Innovation

KW - Strategy and Management

U2 - 10.1111/joms.12990

DO - 10.1111/joms.12990

M3 - Journal article

VL - 61

SP - 2814

EP - 2848

JO - Journal of Management Studies

JF - Journal of Management Studies

SN - 0022-2380

IS - 7

ER -