Rights statement: This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Small Business Management on 04/01/2020, available online: https://www.tandfonline.com/doi/abs/10.1111/jsbm.12535
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Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - They Are Not All the Same!
T2 - Investigating the Effect of Executive versus Non-executive Family Board Members on Firm Performance
AU - Basco, Rodrigo
AU - Campopiano, Giovanna
AU - Calabrò, Andrea
AU - Kraus, Sascha
N1 - This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Small Business Management on 04/01/2020, available online: https://www.tandfonline.com/doi/abs/10.1111/jsbm.12535
PY - 2020/4/1
Y1 - 2020/4/1
N2 - Drawing on faultlines and challenging the assumption that family board members form a homogenous subgroup, we hypothesize that the distinction between executive and non-executive family board members can create faultlines that affect firm performance. We propose that the discrepancy between results and goals can activate and exacerbate faultlines. Using a sample of 421 family small and medium-sized enterprises (SMEs), we find a U-shaped relationship between the ratio of family executive board members and firm performance showing the consequences of relationship-based and task-related faultlines. Moreover, we find that the U-shaped relationship occurs when firms perceive that they under-achieve their objectives, whereas a reverse J-shaped relationship appears when firms over-achieve their objectives.
AB - Drawing on faultlines and challenging the assumption that family board members form a homogenous subgroup, we hypothesize that the distinction between executive and non-executive family board members can create faultlines that affect firm performance. We propose that the discrepancy between results and goals can activate and exacerbate faultlines. Using a sample of 421 family small and medium-sized enterprises (SMEs), we find a U-shaped relationship between the ratio of family executive board members and firm performance showing the consequences of relationship-based and task-related faultlines. Moreover, we find that the U-shaped relationship occurs when firms perceive that they under-achieve their objectives, whereas a reverse J-shaped relationship appears when firms over-achieve their objectives.
U2 - 10.1111/jsbm.12535
DO - 10.1111/jsbm.12535
M3 - Journal article
AN - SCOPUS:85064693379
VL - 57
SP - 637
EP - 657
JO - Journal of Small Business Management
JF - Journal of Small Business Management
SN - 0047-2778
IS - Suppl. 2
ER -