Table 10 Future Lines of Research... | Emerald Publishing

Table 10

Future Lines of Research

Strategic aim	Enabler quadrant in strategic graph 2008–2022	Suggested line of research	Research questions	Supporting sources
Validate findings sourced from developed themes, in alternative business context less developed	Principal Theme	Family ownership and BoD culture for BT success	Which ownership structure most facilitates BT government? Family-controlled business with a family aligned BoD or fragmented shareholding companies with diversified directors’ profiles?	Chrisman et al. (2004), King et al. (2022), Maseda et al. (2019), Vlasic (2022)
Deepen the content of an interconnected cluster of ideas still with areas to examine	Secondary Theme	Leveraging the beneficial impact of gender diversity in upper echelons by a synchronized increase in female representation both at BoDs and Top Management Team (TMT) rather than separated organizational layers	Do firms achieving high performance results require an organization where diversity shows parallel standards at BoD and at TMT?	Bertrand et al. (2014), de Waal (2018), Dezsö and Ross (2012), Maida and Weber (2022), Tampakoudis et al. (2022), Vracheva and Stoyneva (2020)
Expand an undeveloped theme in relation to other areas already researched and to strength inner content	Dilemma Theme	Organizational legitimacy of BoDs as a driver of BT due to sustainability and climate change risks	When BODs lead BT for climate change reasons, does organizational legitimacy act as an enabler or as a must-have? What are the CG attributes profiling companies succeeding at BT? Which of those attributes relate to effectiveness and which ones to legitimacy?	Cachón-Rodríguez et al. (2021), Díez-Martín et al. (2021), Galbreath (2018), Haque (2017), Liao et al. (2015), Orazalin and Mahmood (2021)

Strategic aim	Enabler quadrant in strategic graph 2008–2022	Suggested line of research	Research questions	Supporting sources
Validate findings sourced from developed themes, in alternative business context less developed	Principal Theme	Family ownership and BoD culture for BT success	Which ownership structure most facilitates BT government? Family-controlled business with a family aligned BoD or fragmented shareholding companies with diversified directors’ profiles?	Chrisman et al. (2004), King et al. (2022), Maseda et al. (2019), Vlasic (2022)
Deepen the content of an interconnected cluster of ideas still with areas to examine	Secondary Theme	Leveraging the beneficial impact of gender diversity in upper echelons by a synchronized increase in female representation both at BoDs and Top Management Team (TMT) rather than separated organizational layers	Do firms achieving high performance results require an organization where diversity shows parallel standards at BoD and at TMT?	Bertrand et al. (2014), de Waal (2018), Dezsö and Ross (2012), Maida and Weber (2022), Tampakoudis et al. (2022), Vracheva and Stoyneva (2020)
Expand an undeveloped theme in relation to other areas already researched and to strength inner content	Dilemma Theme	Organizational legitimacy of BoDs as a driver of BT due to sustainability and climate change risks	When BODs lead BT for climate change reasons, does organizational legitimacy act as an enabler or as a must-have?What are the CG attributes profiling companies succeeding at BT? Which of those attributes relate to effectiveness and which ones to legitimacy?	Cachón-Rodríguez et al. (2021), Díez-Martín et al. (2021), Galbreath (2018), Haque (2017), Liao et al. (2015), Orazalin and Mahmood (2021)

Source(s): Table by authors