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Cited by

• 2004The Board of Directors in Family Firms: One Size Fits All?402 cited
• 2008Directors' Multiple Identities, Identification, and Board Monitoring and Resource Provision336 cited
• 2017Corporate Governance and Tobin's Q as a Measure of Organizational Performance308 cited
• 2017Governance structures, voluntary disclosures and public accountability273 cited
• 2005Studying Board Context, Process and Dynamics: Some Challenges for the Future272 cited
• 2016Board diversity and corporate social responsibility in Jordan266 cited
• 2004A Framework for Diagnosing Board Effectiveness255 cited
• 2006Critical Mass on Corporate Boards: Why Three or More Women Enhance Governance251 cited
• 2012Does Family Involvement Influence Firm Performance? Exploring the Mediating Effects of Board Processes and Tasks233 cited
• 2011Board Influence on a Firm's Internationalization222 cited
• 2009New perspectives on board research: changing the research agenda212 cited
• 2011Board task performance: An exploration of micro‐ and macro‐level determinants of board effectiveness212 cited
• 2006Guidelines for Family Business Boards of Directors208 cited
• 2009Corporate Board Attributes, Team Effectiveness and Financial Performance