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Governance Systems in Family SMEs: The Substitution Effects between Family Councils and Corporate Governance Mechanisms

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  • Luca Gnan
  • Daniela Montemerlo
  • Morten Huse

Abstract

The main objective of this paper is to explore the role of family councils vis‐à‐vis corporate governance mechanisms. Particularly, the paper explores whether family councils perform only their distinctive family governance role or if they also substitute for the roles performed by corporate governance control mechanisms. Based on a sample of 243 talian family s, our research findings show that the family council partially substitutes the shareholders' meeting and the board of directors in playing their respective corporate governance roles of ownership and monitoring. These findings are interpreted in the light of both agency and relational perspectives.

Suggested Citation

  • Luca Gnan & Daniela Montemerlo & Morten Huse, 2015. "Governance Systems in Family SMEs: The Substitution Effects between Family Councils and Corporate Governance Mechanisms," Journal of Small Business Management, Taylor & Francis Journals, vol. 53(2), pages 355-381, April.
  • Handle: RePEc:taf:ujbmxx:v:53:y:2015:i:2:p:355-381
    DOI: 10.1111/jsbm.12070
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    Cited by:

    1. Ellen Janssen & Sigrid Vandemaele & Wim Voordeckers & Mark Vancauteren, 2024. "Investigating performance implications of intra‐family ownership successions: Equity transfers with versus without debt creation," Accounting and Finance, Accounting and Finance Association of Australia and New Zealand, vol. 64(1), pages 635-656, March.

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