Board members’ contribution to strategic decision-making in small firms

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An Integrated Agency-Resource Dependence View of the Influence of Directors' Human and Relational Capital on Firms' R&D Spending (2011, background): “Yet, much of this work (e.g. Pugliese and Wenstøp, 2007) has been conducted in small, family, and private firms, where boards have different functions than in public firms; and the proposed interaction between independence and capital merits attention (Walters et al., 2008).”
Entrepreneurial orientation and innovation in family SMEs: Unveiling the (actual) impact of the Board of Directors (2018, background): “Thus, increasing the intensity of BoD activity can counterbalance the weakness of the BoD’s periodical working pattern and its effect on information exchange (Pugliese and Wenstøp, 2007).”
How boards’ internal and external social capital interact to affect firm performance (2016, methodology): “In the same way, firm age has been suggested as influencing the level of firm resources, its growth potential, and its performance (Beverley and Shireenjit, 2009; Kim, 2005; Kor and Sundaramurthy, 2009; Pugliese and Wenstøp, 2007), and is measured here as the number of years since the firm’s foundin”
Good Boards Are Strategic: What Does That Mean for Sport Governance? (2012, background): “Within this emerging body of literature, however, there is still a lack of consensus about the board’s strategic role and it remains an ambiguous concept (Pugliese & Wenstøp, 2007).”