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ABSTRACTManuscript Type: EmpiricalResearch Question/Issue: We address the call for qualitative research in order to better understand the micro‐level dynamics of board work. Our aim is to investigate the role of emotions when board members interact to perform the board's control and service tasks.Research Findings/Results: Empirical accounts from board meetings and diary notes from a CEO show in detail how emotions work as power energizers and status energizers in boardroom dynamics. We find that short‐term as well as long‐term emotions are a source of energy that affects board work, and that they are influential in the board members' task performance.Theoretical Implications: We provide process insights with process insights to a field dominated by studies of the structures of corporate governance. We disclose the difference between board expectations and board performance, and offer a new understanding as to how and why this difference emerges. Our results also challenge theories that propose that authenticity of emotional displays is necessary in order to achieve a positive outcome in boardroom interactions. The findings also show that confrontation of negative emotions in boardroom communication may alter the power and status relations among board members.Practical Implications: Our study shows that the board members who influence processes in the board are those whose emotional energies are built up and transformed as power and status energizers in line with board task expectations. Being aware, and able to understand the subtle working of emotions in board processes are crucial for being an effective board member.

Edited by the leading figures in the field, with contributions and editorial board support from the most prominent names in family business, the handbook reflects on the development and present status of the field in terms of applied theories, methods, chosen research issues and theoretical contributions

PurposeDrawing on indigenous theory of Ibn Khaldun, the rise and fall of States, this paper explores the agency of women entrepreneurs in family business in Bahrain and the underlying enablers in supporting and facilitating the exercise of this agency. This study attempts to move beyond the Western-centric studies to reflect and bring to light the unique institutional settings of the Gulf States.Design/methodology/approachThe research builds on a rich qualitative single case of a family business based in Bahrain. The single case study methodology was motivated by the potential for generating rich contextual insights. Such an approach is particularly valuable to gain a more holistic and deeper understanding of the contextualized phenomenon and its complexity.FindingsIn this study the authors show how women entrepreneurs take two different paths to enter and become involved in the family business, the barriers they are subjected to and the active role they play in dismantling the challenges to the extent that they become the main mediators between the family business and central institutions in society.Originality/valueBy incorporating indigenous theory with Western family business concepts, the study extends existing understanding of women entrepreneurs in family business by underscoring the agency that women entrepreneurs have in "doing context" and the role that women play in strengthening common cause and destiny within the family and the business by building and drawing on different forms of loyalty.

AbstractResearch Question/IssueThe role of the board chair has become increasingly complex in recent decades. Research on corporate governance has called for and has initiated the pursuit of more research for the purpose of creating a better understanding of the role of board chairs. We reviewed 234 academic articles published in 66 journals, structured the existing research according to an Input‐Process‐Outcome‐Contexts framework, and provided a future research agenda for studies on the role of the board chair.Research Findings/InsightsOur review reveals that the number of published studies on the position of the board chair has grown over the last two decades. Although extant research is dominated by quantitative studies exploring the impact of the board chair position on financial performance, frequently drawing on agency and stewardship theory, recent work has moved beyond this focus and has added valuable insights. The Input‐Process‐Outcome‐Contexts framework used to structure the extant research reveals that future research should pursue topics related to all components of the framework and that opportunities exist to draw from a broader set of theories.Theoretical/Academic ImplicationsBased on the framework, we formulate seven specific research topics that can add valuable insights into the role of the board chair and suggest theories that can help inform research pursuing these topics. Taken together, these topics have the potential to create valuable insights into how board chairs are appointed, develop competencies, and interact and work with the CEO, the top management team, the board, and other stakeholders while acknowledging the influence of contextual factors, such as ownership, diversity, the firm's development stage, and external events and trends.Practitioner/Policy ImplicationsOur review shows a growing global movement toward prescribing more corporate governance regulations and separating the positions of the board chair and the CEO. We show that many aspects need to be considered when choosing a governance configuration and when appointing a board chair because this role is becoming increasingly demanding.

"Research Question/Issue: Boards' involvement in strategy is generally seen to be an indicator of board effectiveness but less is known about the relationship between board leadership and strategy involvement, especially in small firms. This study analyses board leadership from a team production perspective as an antecedent to board strategy involvement in small firms.
Research Findings/Insights: Using survey data from 140 small firms in Norway collected in two different time periods, we demonstrate that leadership behaviors and processes have a greater impact on boards' strategy involvement than structural leadership characteristics alone.
Theoretical/ Academic Implications: The study provides empirical support for a team production perspective on boards. Our data show that: 1) board members' knowledge, board development and board chairperson leadership efficacy positively influence boards' strategy involvement, and 2) chairperson leadership efficacy enhances boards' strategy involvement under structural conditions of combined CEO/ chairperson leadership and changes in board composition. These findings expand the traditional understanding of structural leadership conditions.
Practitioner/ Policy Implications: The study offers insights to small business owners and managers on how to improve the strategy involvement of boards. For policy makers, the study has implications for the content of codes of good governance practice relevant to small firms, specifically in relation to board development initiatives and board evaluations." (author's abstract)

The role of brinkmanship in politics and international affairs has captured headlines and popular attention around the globe. It is a behavioral phenomenon whereby to gain concessions actors like states and governments take actions that may not only harm their adversaries, but also themselves. However, hidden from view, and far less understood is its role in business and management. This is an important oversight not only because stakes can be high in business, but also because how members of a firm's dominant coalition respond to existential threats can be critical for organizational outcomes. We introduce the notion of organizational brinkmanship and outline how the process unfolds in a context where family engagement in the business can also serve to heighten potential stakes. With our focus on family business we unravel circumstances where the propensity to maintain historical and current family control over the business can increase susceptibility to engaging in organizational brinkmanship. The cornerstone of our contribution is to develop a conceptual model that explains how the process of brinkmanship can unfold in a family business. We also offer a future research agenda to guide scholarly attention on this important yet under-explored area of research and suggest propositions. This work is particularly timely in light of increasing environmental instability around the globe.