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Family contingencies and board composition: evidence from Tunisia

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  • Wafa Khlif
  • Lotfi Karoui
  • Coral Ingley
  • Wiem El Manaa

Abstract

Despite the widespread attention given to succession and generational issues by family business researchers, little systematic interest has been given to the relationship between these issues and the firms’ governance system. This paper analyses family-related contingency factors as determinants of board composition in family-controlled firms. Results from a sample of Tunisian family firms show that the composition of board members is determined primarily by variables relating to family complexity and family involvement. Among these firms the appointment of outside directors to their boards tends to begin from the third generation of family ownership. The findings support the argument that board composition in family firms is a reflection of family characteristics. The study contributes a more nuanced understanding of the influence of ownership structure and board composition on the succession process in family firms.

Suggested Citation

  • Wafa Khlif & Lotfi Karoui & Coral Ingley & Wiem El Manaa, 2016. "Family contingencies and board composition: evidence from Tunisia," Journal of African Business, Taylor & Francis Journals, vol. 17(1), pages 16-32, January.
    • Handle: RePEc:taf:wjabxx:v:17:y:2016:i:1:p:16-32
    DOI: 10.1080/15228916.2016.1096705
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    Cited by:

    1. Samara, Georges, 2021. "Family businesses in the Arab Middle East: What do we know and where should we go?," Journal of Family Business Strategy, Elsevier, vol. 12(3).

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