“…Although, previous literature provides evidence of how board characteristics influence EM practices in large enterprises (Abdou et al , 2021; Alves, 2023; Chatterjee and Rakshit, 2023; Chee and Tham, 2021; Cho and Chung, 2022; Cornett et al , 2009; Elsheikh et al , 2023; Goel and Kapoor, 2022; Liu and Lu, 2007; Mensah and Boachie, 2023; Mensah and Onumah, 2023; Musa et al , 2023; Prencipe and Bar-Yosef, 2011; Widagdo et al , 2022; Roy and Alfan, 2022; Sáenz González and García-Meca, 2014; Sehrawat et al , 2019; Sultana et al , 2017) and EM practices in small- and medium-sized enterprises (SMEs) (Balachandran et al , 2021; Chansarn and Chansarn, 2016; Chiu and Wei-Hua, 2020; Duarte, 2022; Gajdosikova et al , 2022; Gandía and Huguet, 2021; Höglund and Sundvik, 2016; Huang et al , 2022; Maglio et al , 2020; Martinez-Martinez et al , 2021; Park et al , 2021; Séverin and Veganzones, 2021). However, there is little research examining the link between the roles of BOD and earning management practices among SMEs (Chiu and Wei-Hua, 2020 and Maglio et al , 2020) and none specifically examines such relation among SMEs operating in the UK context.…”