Abstract
The board performs board functions, but these functions can be performed at other arenas. Through a structured induction in a four-case study of middle-sized Swedish family firms we show that the board functions are localized at other arenas and suggest propositions that explain their localization. We offer the concept of kin strategy, that indicates the governance importance of the structure of the owner, and bi-directional governance, that suggests that the board govern the owners.
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