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The potential downside of having non-family board members

Research output: Exhibits, objects and web-based outputs › Web publication/site

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The potential downside of having non-family board members. De Massis, Alfredo (Author); Uhlaner, Lorraine (Artist); Jorrissen, Ann (Artist) et al.. 2020. FamilyBusiness.org.

Research output: Exhibits, objects and web-based outputs › Web publication/site

Harvard

De Massis, A, Uhlaner, L, Jorrissen, A & Du, Y, The potential downside of having non-family board members, 2020, Web publication/site, FamilyBusiness.org. <https://familybusiness.org/content/the-downside-of-having-nonfamily-board-members >

APA

De Massis, A., Uhlaner, L., Jorrissen, A., & Du, Y. (2020). The potential downside of having non-family board members. Web publication/site, FamilyBusiness.org. https://familybusiness.org/content/the-downside-of-having-nonfamily-board-members

Vancouver

De Massis A, Uhlaner L, Jorrissen A, Du Y. The potential downside of having non-family board members FamilyBusiness.org. 2020.

Author

De Massis, Alfredo (Author) ; Uhlaner, Lorraine (Artist) ; Jorrissen, Ann (Artist) et al.. / The potential downside of having non-family board members. [Web publication/site].

Bibtex

@misc{20c9bc19628949c0a6764289d8d9e6a4,
title = "The potential downside of having non-family board members",
abstract = "It's been generally accepted that family firms benefit from the perspectives of outsiders on the board of directors. Outsiders can bring new knowledge and objectiveness to family firm governance. But our survey of 561 small- and medium-sized Belgian firms showed a potential downside: the presence of outsiders can be detrimental if CEOs are more reluctant to talk about finances, market position, strategy and efficiency with the entire board. This was especially true at companies where the board met infrequently and where the CEO wanted to keep tight control over operations and the flow of information. The unhappy result: the board became disengaged, and firm performance suffered.",
author = "{De Massis}, Alfredo and Lorraine Uhlaner and Ann Jorrissen and Yan Du",
year = "2020",
month = aug,
day = "17",
language = "English",
publisher = "FamilyBusiness.org",

}

RIS

TY - ADVS

T1 - The potential downside of having non-family board members

AU - De Massis, Alfredo

A2 - Uhlaner, Lorraine

A2 - Jorrissen, Ann

A2 - Du, Yan

PY - 2020/8/17

Y1 - 2020/8/17

N2 - It's been generally accepted that family firms benefit from the perspectives of outsiders on the board of directors. Outsiders can bring new knowledge and objectiveness to family firm governance. But our survey of 561 small- and medium-sized Belgian firms showed a potential downside: the presence of outsiders can be detrimental if CEOs are more reluctant to talk about finances, market position, strategy and efficiency with the entire board. This was especially true at companies where the board met infrequently and where the CEO wanted to keep tight control over operations and the flow of information. The unhappy result: the board became disengaged, and firm performance suffered.

AB - It's been generally accepted that family firms benefit from the perspectives of outsiders on the board of directors. Outsiders can bring new knowledge and objectiveness to family firm governance. But our survey of 561 small- and medium-sized Belgian firms showed a potential downside: the presence of outsiders can be detrimental if CEOs are more reluctant to talk about finances, market position, strategy and efficiency with the entire board. This was especially true at companies where the board met infrequently and where the CEO wanted to keep tight control over operations and the flow of information. The unhappy result: the board became disengaged, and firm performance suffered.

M3 - Web publication/site

PB - FamilyBusiness.org

ER -