Recruiting outside board members in the small family business: an ideological challenge

By B. Johannisson, M. Huse. 2000

326 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/9cb8bdcbc54a9e8b4c1b7c6be3efbdcd3478a57b

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In Accounting

In Management of Technology and Innovation

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Citations in the corpus

Management control systems in innovation companies: a literature based framework (2014, background): “Johannisson and Huse (2000) argue that owners of traditional family businesses, representing close ownership, usually stay close to the specific operations of their company.”
The internationalization of small and medium-sized enterprises: the effect of family management, human capital and foreign ownership (2010, background): “Board composition of family firms indeed reflects the family’s characteristics and objectives (Westhead 1999) and may prove important for solving the typical dilemmas that owner-managers in SMEs encounter (Johannisson and Huse 2000).”
A longitudinal study of habitual entrepreneurs: starters and acquirers (2003, methodology): “This may reflect the fact that habitual acquirer entrepreneurs typically originate from a managerial position in an existing organization with established systems for planning and control (Johannisson and Huse 2000).”
The Cognitive Perspective in Entrepreneurship: An Agenda for Future Research (2011, unknown): “Burgelman, 1988), whereas others emphasized the idiosyncratic perceptions and interpretations of relevant actors (e.g. Cossette and Audet, 1992; Hellström and Hellström, 2002; Johannisson and Huse, 2000).”
Entrepreneurial orientation and innovation in family SMEs: Unveiling the (actual) impact of the Board of Directors (2018, background): “9 because they have private/personal interests to do so (Johannisson and Huse, 2000).”
‘Types’ of private family firms: an exploratory conceptual and empirical analysis (2007, background): “…FIRMS 423 In-depth and repeated dialogues with the owners of various ‘types’ of family firms by practitioners, for example, may be are warranted to ensure continued family involvement as well as move toward more continued entrepreneurship and professional management (Johannisson and Huse 2000).”
Board Composition in Small and Medium‐Sized Family Firms** (2007, background): “Johannisson and Huse (2000) and Forbes and Milliken (1999) argue that boards may even have a more important role in smaller than in larger incorporated firms.”
The Impact of Family Ownership, Management and Governance on Innovation (2015, unknown): “13 the firm and its network (Johannisson and Huse, 2000), supporting sensible innovation decisions.”
How do boards of directors contribute to family SME export intensity? The role of formal and informal governance mechanisms (2013, background): “In order to get benefits from the presence of outside directors, the founder/ownerCEO and the other family members have to recognize that through independent advice and counsel (professionalization of the business) they would probably make better strategic decisions and achieve better performance (J”