Power Shift, Strategic Changes and Board Roles in SMEs: A Portfolio Approach

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aut.relation.conference12th European Conference on Management, Leadership and Governanceen_NZ
aut.relation.endpage334
aut.relation.pages337
aut.relation.startpageiv
aut.researcherIngley, Coral
dc.contributor.authorIngley, Cen_NZ
dc.contributor.authorIngley, Cen_NZ
dc.contributor.authorKhlif, Wen_NZ
dc.contributor.editorPinzar, Fen_NZ
dc.date.accessioned2017-03-09T03:48:54Z
dc.date.available2017-03-09T03:48:54Z
dc.date.copyright2016-11-10en_NZ
dc.date.issued2016-11-10en_NZ
dc.description.abstractThis paper aims to better understand board task performance according to firms' and their boards' need to change and adapt with the firms' changing strategic circumstances. Results from case studies of six Tunisian SMEs revealed a range of board functions grouped according to four typical board governance roles of control, strategy, service and mediation. The types of board involvement in firm decision making ranged from a passive board classified as a "legal fiction" to a fully active "pilot" board type depending on the relationship between the board and the CEO/founder and the firm's circumstances. SME governance under was found to encompass simultaneously all four board roles (which we term a "portfolio" of board roles) but emphasis was placed by boards on one or two key roles according to the changing strategic demands of the firm. This finding gives initial support to the board role portfolio concept as justification for boards in SMEs. It also has practical implications for how boards can best add strategic value to their firms when transitioning through challenges of transformational change in their development over time.
dc.identifier.citationPaper presented at the 88-98. Retrieved from http://search.proquest.com/docview/1860271486?pq-origsite=gscholar
dc.identifier.isbn978-1-911218-20-3en_NZ
dc.identifier.issn2048-903Xen_NZ
dc.identifier.urihttps://hdl.handle.net/10292/10374
dc.publisherAcademic Conferences and Publishing International Limited, Reading, UKen_NZ
dc.relation.urihttp://search.proquest.com/docview/1860271486?pq-origsite=gscholar
dc.rightsCopyright The Authors, 2016. All Rights Reserved. No reproduction, copy or transmission may be made without written permission from the individual authors.
dc.rights.accessrightsOpenAccessen_NZ
dc.subjectSMEs; Board role portfolio; Contingency; Power dynamics
dc.titlePower Shift, Strategic Changes and Board Roles in SMEs: A Portfolio Approachen_NZ
dc.typeConference Contribution
pubs.elements-id217304
pubs.organisational-data/AUT
pubs.organisational-data/AUT/Business & Law
pubs.organisational-data/AUT/Business & Law/Management
pubs.organisational-data/AUT/Business & Law/Management/Management PBRF 2012
pubs.organisational-data/AUT/Business & Law/NZWRI - NZ Work Research Institute
pubs.organisational-data/AUT/Faculty of Business, Economics and Law
pubs.organisational-data/AUT/Faculty of Business, Economics and Law/Management
pubs.organisational-data/AUT/Faculty of Business, Economics and Law/NZ Work Research Institute
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