Power Shifts and Board Roles in SMEs: a Multiple Case Study

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aut.publication.placeReading, UKen_NZ
aut.relation.endpage616
aut.relation.pages622
aut.relation.startpagev
aut.researcherIngley, Coral
dc.contributor.authorIngley, Cen_NZ
dc.contributor.authorKhlif, Wen_NZ
dc.contributor.authorMasmoudi, Ien_NZ
dc.contributor.authorKaroui, Len_NZ
dc.contributor.editorDias Rouco, JCen_NZ
dc.date.accessioned2018-09-27T03:55:57Z
dc.date.available2018-09-27T03:55:57Z
dc.date.copyright2015-11-11en_NZ
dc.date.issued2015-11-11en_NZ
dc.description.abstractThe aim of this paper is to understand the functioning of boards and the roles they play in SME governance. Results from case studies of six small Tunisian firms revealed a range of board functions grouped according to four typical roles of control, strategy, service and mediation. The types of board involvement in firm decision making ranged among the case firms from a passive board classified as a “legal fiction” to a fully active “pilot” type of board depending on the relationship between the board and the CEO/founder and the firm's circumstances. SME governance under changing circumstances encompassed all four board roles but emphasis was placed on one or two key roles according to the strategic demands of the firm. In this context multiple board roles employed simultaneously are captured as a portfolio of roles and integrated within a contingency framework that aligns board competence with the firm's evolving strategic requirements.en_NZ
dc.identifier.citationIn Proceedings of The 11th European Conference on Management Leadership and Governance, ECMLG 2015, Military Academy, Lisbon, Portugal, 12-13, Nov. 2015, pp. 167-175.
dc.identifier.urihttps://hdl.handle.net/10292/11835
dc.publisherAcademic Conferences and Publishing International Limiteden_NZ
dc.relation.urihttp://www.academic‐publishing.org/en_NZ
dc.rightsCopyright The Authors, 2015. 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 dynamicsen_NZ
dc.titlePower Shifts and Board Roles in SMEs: a Multiple Case Studyen_NZ
dc.typeConference Contribution
pubs.elements-id195038
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
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