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Corporate Governance Practices in Flemish Family Businesses

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  • L.A.A. Van den Berghe
  • Steven Carchon

Abstract

Corporate governance practices in family businesses (FB) remain a research domain with many unsolved questions. Nonetheless, researchers agree that corporate governance practices are important for family–backed companies. Different family ownership structures and different family generations influence the governance structures installed. So far, no research has been conducted on corporate governance characteristics among Flemish family companies. This study explores the relationships between ownership structure, board and management practices to find out where Flemish family businesses differ from non–family businesses (NFB). Additionally, this research investigates to what extent differences can be found within the group of family businesses based on family ownership and family generation.

Suggested Citation

  • L.A.A. Van den Berghe & Steven Carchon, 2002. "Corporate Governance Practices in Flemish Family Businesses," Corporate Governance: An International Review, Wiley Blackwell, vol. 10(3), pages 225-245, July.
    • Handle: RePEc:bla:corgov:v:10:y:2002:i:3:p:225-245
    DOI: 10.1111/1467-8683.00286
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    Cited by:

    1. García-Ramos, Rebeca & García-Olalla, Myriam, 2011. "Board characteristics and firm performance in public founder- and nonfounder-led family businesses," Journal of Family Business Strategy, Elsevier, vol. 2(4), pages 220-231.
    2. Vasanthan Subramaniam, 2018. "Family Ownership and Dividend Policy: Empirical Evidence from Malaysia," International Journal of Business and Management, Canadian Center of Science and Education, vol. 13(5), pages 112-112, March.
    3. Yannick Bammens & Wim Voordeckers & Anita Gils, 2008. "Boards of directors in family firms: a generational perspective," Small Business Economics, Springer, vol. 31(2), pages 163-180, August.
    4. Pandey, Rakesh & Vithessonthi, Chaiporn & Mansi, Mansi, 2015. "Busy CEOs and the performance of family firms," Research in International Business and Finance, Elsevier, vol. 33(C), pages 144-166.
    5. Rodrigo Basco, 2012. "The effect of family-oriented objectives on board composition," Documentos de Trabajo en Economia y Ciencia Regional 27, Universidad Catolica del Norte, Chile, Department of Economics, revised Aug 2012.
    6. Wendy L. Martin & Alexander McKelvie & G. T. Lumpkin, 2016. "Centralization and delegation practices in family versus non-family SMEs: a Rasch analysis," Small Business Economics, Springer, vol. 47(3), pages 755-769, October.
    7. Fábio Frezatti & Diógenes de Souza Bido & Daniel Magalhães Mucci & Franciele Beck, 2022. "Essence taxonomy of Brazilian family businesses and conceptual implications for governance strategy," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 26(3), pages 813-849, September.
    8. Siregar, Sylvia Veronica & Utama, Sidharta, 2008. "Type of earnings management and the effect of ownership structure, firm size, and corporate-governance practices: Evidence from Indonesia," The International Journal of Accounting, Elsevier, vol. 43(1), pages 1-27, March.
    9. Orens, Raf & Reheul, Anne-Mie, 2013. "Do CEO demographics explain cash holdings in SMEs?," European Management Journal, Elsevier, vol. 31(6), pages 549-563.
    10. P. Everaert & G. Sarens & J. Rommel, 2006. "Outsourcing of Accounting Tasks in SMEs: An extended TCE Model," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 06/409, Ghent University, Faculty of Economics and Business Administration.

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