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Bezemer. P., Volberda, H.W, Van den Bosch, F.A.J. (2006) The Influence of the Board of Directors on the Strategic Renewal Behavior of Listed Corporations: Board control versus Board Collaboration. Paper presented at the EURAM conference, Oslo, May 17-20
For a long period scholars and practitioners have recognized the dual nature of the role of the board of directors. On the one hand the board of directors has to be independent and distant in order to assure adequate control and monitoring of top management teams. On the other hand the board of directors has to be interdependent and involved in order to fulfill their strategy and/or service role. This confronts the board of directors with the challenge to balance the conflicting demands of board control and board collaboration. This paper presents a conceptual framework which elaborates on the influence of both board roles on strategic renewal processes within large corporations operating under the rules of the Dutch ‘structure regime’.
- Assessing Corporate Responses to Changing Board Network Expectations in the Netherlands
- The Hidden Effects of Corporate Governance Reform in the Netherlands
- An Introduction to Organizational Economics
- The Comparison of Corporate Governance Models
- Comparing Major International Corporate Governance Models
- Service Role of Boards
- Demographic Diversity
- The Service Role of Boards
- The Importance of Independent Directors for Indonesian Boards of Directors
- Comparing Corporate Governance Models
