Author:
Federico, G. Topolansky Barbea, Nicholas Mossb

Doi: 10.26480/faer.01.2024.22.25

This is an open access article distributed under the Creative Commons Attribution License CC BY 4.0, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited

Family-owned businesses have their unique strategic advantages and challenges. One of the challenges encountered in the dynamics of a family business is the development of its business strategy. Business strategy plays a key role in helping companies to achieve and sustain competitive advantage. A board including outside directors could aid family businesses with its expertise to craft and implement resilient strategies. Within this context, this paper aims to critically analyse the role of governance in family businesses using an agribusiness case study from Kenia. This study uses a qualitative research approach. Primary data were collected from board members and shareholders working at Kisima farm. The results of this study indicate that having a board of directors have helped the selected agribusiness enterprise to develop successful strategies in a very competitive environment. Findings have revealed that when managed infectively, a board may become a liability. The findings of this research make a contribution to the existing literature by extending current knowledge within this domain and identifying the key issues surrounding the use of a board of directors in an agribusiness enterprise.