Despite the prevalence of corporate entrepreneurship, our understanding of its temporal horizon remains undeveloped. This study fills this gap by using stewardship theory to elaborate on how an entrepreneur's prior experience moderates the association between a firm's long-term orientation and corporate entrepreneurship. Using data based on a large-scale survey of private small and medium-sized firms in China, we find that long-term orientation plays a positive role in the corporate entrepreneurship of small and medium-sized firms. The evidence shows that the link between long-term orientation and corporate entrepreneurship is enhanced within firms where entrepreneurs have prior experience in the government or the military. However, the strength of this link is weakened within firms where entrepreneurs have overseas experience. This study contributes a fine-grained understanding of the temporal horizon and stewardship tendency that firms integrate when implementing entrepreneurial activities.

As governments move from being both a funder and provider of human services to a purchaser of services in private sector markets or quasi-markets, ensuring that providers do what they are supposed to do becomes more difficult. Agency theory and stewardship theory have been suggested as ways of overcoming this problem. This article argues that both are inadequate, particularly because they conceptualise the relationship as bilateral (government funding department and service provider), ignoring the role of clients in achieving organisational objectives. Co-production that recognises the role played by clients in the production of employment outcomes can provide a more useful way of thinking about relationships among key actors involved in the provision of employment services.

This study analyses whether or not the effect of board independence on a firm's strategic performance is moderated by family involvement in ownership and control. Moderation of the board's size and the independent director ratio are tested under quadratic specifications. The effect of CEO duality with family involvement on long-term sales growth is also measured. The empirical analysis is conducted in the Southern European context using a sample of publicly traded firms that have concentrated ownership structures. The main findings indicate that when nonlinearities are considered, family involvement moderates the relationship between the independent director ratio and firm performance. The optimal proportion of independent directors is lower in family businesses than in non-family ones. However, the results fail to support nonlinearities for board size. We find positive linear relationships between both board size and CEO duality with firm performance, which are not moderated by family involvement.