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1.	Thorgren, Sara, et al. (author) The importance of compensating strategic network board members for network performance : a contingency approach 2010 In: British Journal of Management. - : Wiley. - 1045-3172 .- 1467-8551. ; 21:1, s. 131-151 Journal article (peer-reviewed)abstract Firms in government-supported strategic networks tend to rely on professional network board members for support and assistance. As such, two significant issues arise: should board members be compensated and under which circumstances is compensation more - or less - effective for network performance. Based on yearly panel data from 53 government-supported strategic networks of small- and medium-sized enterprises over a five-year period, this study examines the effects of compensating network board members. Advocating for a contingency approach, we combine the agency and stewardship literatures to posit that the effects of compensation are moderated by contingency factors that stimulate either an agency or stewardship relationship between the network board and the networking firms. Our findings indicate that significant funding, network firms represented on the network board, and top-down network formation stimulate board members to become agents rather than stewards. This therefore explains the higher effect of board member compensation under such conditions.

Thorgren, Sara, et al. (author)
The importance of compensating strategic network board members for network performance : a contingency approach
2010
In: British Journal of Management. - : Wiley. - 1045-3172 .- 1467-8551. ; 21:1, s. 131-151
Journal article (peer-reviewed)abstract
- Firms in government-supported strategic networks tend to rely on professional network board members for support and assistance. As such, two significant issues arise: should board members be compensated and under which circumstances is compensation more - or less - effective for network performance. Based on yearly panel data from 53 government-supported strategic networks of small- and medium-sized enterprises over a five-year period, this study examines the effects of compensating network board members. Advocating for a contingency approach, we combine the agency and stewardship literatures to posit that the effects of compensation are moderated by contingency factors that stimulate either an agency or stewardship relationship between the network board and the networking firms. Our findings indicate that significant funding, network firms represented on the network board, and top-down network formation stimulate board members to become agents rather than stewards. This therefore explains the higher effect of board member compensation under such conditions.

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