HomePublicationsWorking PapersThe Influence of the Board of Directors on the Strategic Renewal Behavior of Listed Corporations

The Influence of the Board of Directors on the Strategic Renewal Behavior of Listed Corporations

The Influence of the Board of Directors on the Strategic Renewal Behavior of Listed Corporations

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’.

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Maassen, G.F. (2002). An International Comparison of Corporate Governance Models. A Study on the Formal Independence and Convergence of One-Tier and Two-Tier Corporate Boards of Directors in the United States of America, the United Kingdom and the Netherlands.

Maassen, G.F. (2002). An International Comparison of Corporate Governance Models. A Study on the Formal Independence and Convergence of One-Tier and Two-Tier Corporate Boards of Directors in the United States of America, the United Kingdom and the Netherlands. Amsterdam: Spencer Stuart Executive Search.