The role of dyadic interactions between CEOs, chairs and owners in family firm governance

Abstract The objective of this case-based study is to understand how the dyadic interaction between key governance actors can influence decision-making aimed at directing and controlling a family firm. provides evidence that back stage formal process offer privileged position for firm owners who serve on board, non-family member Chair Board, before, after board meetings. cases studied suggest interactions as preparation processes complement clarify them, yet they also have potential conflict with them. Dyadic shown important relational emotional benefits may not necessarily be achieved through larger group interaction. findings although self-regulate their behaviour informal rules, rules imperfectly address one risk interaction—the reduced cognitive among board.