This study investigates the relationship between board social activity (i.e., frequency of board meetings) and firm performance in publicly traded family and non-family firms, focusing on the moderating effects of family involvement (i.e., family ownership and at least one family member on the board of directors). Our investigation is based on a database of 172 family and non-family firms listed on the Italian Stock Exchange over a 10-year period (1098 observations). The results indicate a curvilinear (inverted U-shaped) relationship between board meeting frequency and firm accounting performance. Moreover, family involvement positively moderates this curvilinear relationship, leading to an optimal level of board meetings, which is higher in firms with increasing family involvement than in other firms. Applying behavioral governance theory, we contribute to explain how boards of directors influence firm performance through the board context (i.e., family involvement) and ar-rangements (i.e., frequency of board meetings/social interactions), providing evidence for family firm heterogeneity.

(2023). The influence of board social activity on firm performance [journal article - articolo]. In JOURNAL OF FAMILY BUSINESS STRATEGY. Retrieved from https://hdl.handle.net/10446/254530

The influence of board social activity on firm performance

Bettinelli, Cristina;Del Bosco, Barbara;Dibrell, Clay
2023-01-01

Abstract

This study investigates the relationship between board social activity (i.e., frequency of board meetings) and firm performance in publicly traded family and non-family firms, focusing on the moderating effects of family involvement (i.e., family ownership and at least one family member on the board of directors). Our investigation is based on a database of 172 family and non-family firms listed on the Italian Stock Exchange over a 10-year period (1098 observations). The results indicate a curvilinear (inverted U-shaped) relationship between board meeting frequency and firm accounting performance. Moreover, family involvement positively moderates this curvilinear relationship, leading to an optimal level of board meetings, which is higher in firms with increasing family involvement than in other firms. Applying behavioral governance theory, we contribute to explain how boards of directors influence firm performance through the board context (i.e., family involvement) and ar-rangements (i.e., frequency of board meetings/social interactions), providing evidence for family firm heterogeneity.
articolo
2023
Bettinelli, Cristina; DEL BOSCO, Barbara; Gentry, Richard J.; DIBRELL JR, Charles Clay
(2023). The influence of board social activity on firm performance [journal article - articolo]. In JOURNAL OF FAMILY BUSINESS STRATEGY. Retrieved from https://hdl.handle.net/10446/254530
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10446/254530
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