Inside the boardroom: how family involvement imprints board meeting processes and outcomes in family firms

Purpose This study investigates how family involvement in the boardroom imprints board meeting processes and affects board effectiveness in privately held family firms. We address the need to better understand what occurs inside board meetings and how family involvement shapes these processes and, ultimately, board effectiveness. Design/methodology/approach Drawing on imprinting theory, we conducted a qualitative multiple-case study of four Argentine family SMEs. Data were collected through direct observations of board meetings, interviews with directors, and internal board documents. Findings Family members imprint boardroom dynamics by shaping the authority structure—specifically role clarity and power balance. These dynamics influence agenda-setting, the preparation and distribution of materials, and the quality of deliberations. Family members in operational roles often guide the agenda, while those with legacy or ownership power tend to dominate discussions, limiting inclusive participation. Independent directors help mitigate these effects by promoting procedural rigor and balancing power. We propose a model linking family imprinting to board processes and effectiveness, offering theoretical and practical insights for enhancing board governance in family firms. Originality/value This study moves beyond structural proxies to offer a micro-level understanding of board interactions in family firms. It contributes to imprinting theory by showing how family dynamics actively shape governance routines within the boardroom.