Academy of Management Executive, 19(3), 9–22. A team production model of corporate governance. Pressure rises on Air France as strike forces early CEO exit. Institutional and strategic choice perspectives on board involvement in the strategic decision process. Board composition beyond independence: Social capital, human capital, and demographics. The modern industrial revolution, exit, and the failure of internal control systems. Boards of directors and firm performance: Integrating agency and resource dependence perspectives. The effect of board capital and CEO power on strategic change. The quad model for identifying a corporate director’s potential for effective monitoring: Toward a new theory of board sufficiency. Unpacking the CEO–board relationship: How strategy making happens in entrepreneurial firms. Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Executive, 17(2), 101–113.
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A board view how to#
Not the usual suspects: How to use board process to make boards better. The only game in town: Central banks, instability, and avoiding the next collapse.
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Dynamic capabilities: What are they? Strategic Management Journal, 21(10–11), 1105–1121. An integrated agency-resource dependence view of the influence of directors’ human and relational capital on firms’ R&D spending. Academy of Management Annals, 1(1), 1–64. The fundamental agency problem and its mitigation: Independence, equity, and the market for corporate control. An epic, and costly, boardroom battle at Procter & Gamble. Boston, MA: Harvard Business Review Press. Boards that lead: When to take charge, when to partner, and when to stay out of the way. San Francisco, CA: Jossey-Bass Publishers. Boards at work: How corporate boards create competitive advantage. Why CEOs should push back against short-termism.
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Network learning: The effects of partners’ heterogeneity of experience on corporate acquisitions. Masters of disasters? An empirical analysis of how societies benefit from corporate disaster aid. Toshiba CEO quits over accounting scandal. D&O insurance insights: Management liability today-what executives need to know. Air France dispute threatens to escalate Macron’s battle with labor. New transitional governance for Air France–KLM. Retrieved June 2, 2018, from Google Scholar Air France governance: Board of directors. Four new directors on the Air France–KLM governing board. By highlighting the need to build the foundation of governance capabilities at multiple levels, we extend our understanding of the compositional challenges for boards and their governance. This article introduces a fine-grained perspective on board governance that examines the individual director, interpersonal, and board levels. We then discuss several future research directions that can enrich our understanding of the effects of board capabilities on board governance. We specifically examine the conceptual foundations and different types of board capabilities, drawing on illustrative cases as well as information from interviews with board directors in the United States, Asia, and Europe.
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This article explores and explicates a capability-based view of board actions in which the specific capabilities that enable boards to govern strategic activities are identified. While prior research has provided insights into board roles and activities regarding board governance, the underlying capabilities required to govern effectively remain understudied. A key role of board directors is to govern corporate strategy.