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SME non-executive directors: having one and being one

Research output: Contribution to Journal/MagazineJournal articlepeer-review

<mark>Journal publication date</mark>1/12/2013
<mark>Journal</mark>Industry and Higher Education
Issue number6
Number of pages14
Pages (from-to)477-490
Publication StatusPublished
<mark>Original language</mark>English


The objective of the study reported here was to ascertain the
impact on SME owner–managers of simulating having and being a
non-executive director (NED) within the GOLD programme at Lancaster
University, the purpose of which is to help owner–managers of small and
medium-sized enterprises (SMEs) to become better strategic leaders of
their companies. Three research approaches were used: (a) participant
observation in each of the 20 businesses; (b) interviewing owner–
managers; and (c) a review of materials and transcripts generated from
Board meetings. Participants engaging in an HEI-generated network with
high levels of trust had an opportunity to behave in a different way; and
owners acquired operational and strategic experience of having and being
an NED. The initial results indicate that this experience results in greater
strategic focus. The engagement of an HEI with SMEs through innovative
processes drawn from larger organizations accelerates the creation of
trust and social