SEARCH

SEARCH BY CITATION

REFERENCES

  • Aguilera, R. V. and Cuervo-Cazurra, A. (2004) Codes of good governance worldwide: What is the trigger? Organization Studies, 25: 41543.
  • Aguilera, R. V., Filatotchev, I., Gospel, H. and Jackson, G. (2008) An organizational approach to comparative corporate governance: Costs, contingencies, and complementarities, Organization Science, 19: 47592.
  • Andrews, K. (1980) Directors' responsibility for corporate strategy, Harvard Business Review, November–December: 11219.
  • Andrews, K. (1981a) Replaying the board's role in formulating strategy, Harvard Business Review, May–June: 1826.
  • Andrews, K. (1981b) Corporate strategy as a vital function of the board, Harvard Business Review, November–December: 17484.
  • Arthaud-Day, M. L., Certo, S., Dalton, C. M. and Dalton, D. R. (2006) A changing of the guard: Executive and director turnover following corporate financial restatements, Academy of Management Journal, 49: 111936.
  • Bamberg, P., (2008) Beyond contextualization: Using context theories to narrow the micro-macro gap in management research, Academy of Management Journal, 51(5): 83947.
  • Baysinger, B. and Hoskisson, R. E. (1990) The composition of boards of directors and strategic control: Effects on corporate strategy, Academy of Management Review, 15: 7287.
  • Baysinger, B., Kosnik, R. D. and Turk, T. A. (1991) Effects of board and ownership structure on corporate R&D strategy, Academy of Management Journal, 34: 20514.
  • Bergh, D. D. (1995) Size and relatedness of units sold: An agency theory and resource-based perspective, Strategic Management Journal, 16: 22139.
  • Bezemer, P., Maassen, G. F., Van den Bosch, F. A. J. and Volberda, H. W. (2007) Investigating the development of the internal and external device task of non-executive directors: The case of the Netherlands (1997–2005), Corporate Governance: An International Review, 15: 111930.
  • Bonn, I. and Fisher, J. (2005) Corporate governance and business ethics: Insights from the strategic planning experience, Corporate Governance: an International Review, 13: 23038.
  • Boyd, B. K. (1990) Corporate linkages and organizational environment: A test of the resource dependence model, Strategic Management Journal, 11: 41930.
  • Boyd, B. K. (1994) Board control and CEO compensation, Strategic Management Journal, 15: 33544.
  • Bradshaw-Camball, P. and Murray, V. V. (1991) Illusions and other games: A trifocal view of organizational politics, Organization Science, 2: 37998.
  • Carpenter, M. A. and Westphal, J. D. (2001) The strategic context of external network ties: Examining the impact of director appointments on board involvement in strategic decision making, Academy of Management Journal, 44: 63960.
  • Charan, R. (1998) Boards at Work: How Corporate Boards Create Competitive Advantage, Jossey-Bass Publishers, San Francisco, CA.
  • Clendenin, W. D. (1972) Company presidents look at the board of directors, California Management Review, Spring: 606.
  • Coffee, J. C. (2005) Gatekeepers: The Profession and Corporate Governance, Oxford University Press, Oxford.
  • Coffey, A. and Atkinson, P. (1996) Making Sense of Qualitative Data Complementary Research Strategies, Sage, Thousand Oaks, CA.
  • Cohen, J. (1960) A coefficient of agreement for nominal scales, Educational and Psychological Measurement, 20: 3746.
  • Conger, J. A., Lawler, E. E. and Finegold, D. L. (2001) Corporate Boards. New Strategies for Adding Value at the Top, Jossey-Bass Publishers, San Francisco, CA.
  • D'Aveni, R. A. and MacMillan, I. C. (1994) Crisis and the content of managerial communications: A study of the focus of attention of top managers in surviving and failing firms, Administrative Science Quarterly, 35: 64357.
  • Daily, C. M. (1995) The relationship between board composition and leadership structure and bankruptcy reorganization outcomes, Journal of Management, 21: 104156.
  • Daily, C. M., Dalton, D. R. and Cannella, A. (2003) Corporate governance: Decades of dialogue and data, Academy of Management Review, 28: 37182.
  • Dalton, D. R., Daily, C. M., Ellstrand, A. E. and Johnson, J. L. (1998) Meta-analytic reviews of board composition, leadership structure, and financial performance, Strategic Management Journal, 19: 26990.
  • Datta, D. K., Rajagopalan, N. and Zhang, Y. (2003) New CEO openness to change and strategic persistence: The moderating role of industry characteristics, British Journal of Management, 14: 10114.
  • Davis, G. F. (1991) Agents without principles? The spread of the poison pill through the intercorporate network, Administrative Science Quarterly, 36: 583613.
  • Davis, J. H., Schoorman, D. F. and Donaldson, L. (1997) Toward a stewardship theory of management, Academy of Management Review, 22: 2047.
  • Demb, A. and Neubauer, F. (1992) The Corporate Board, Oxford University Press, Oxford.
  • Deutsch, Y. (2005) The impact of board composition on firms' critical decisions: A meta-analytic review, Journal of Management, 31: 42444.
  • Dewey, M. E. (1983) Coefficients of agreement, British Journal of Psychiatry, 143: 48789.
  • Eisenhardt, K. M. (1989) Agency theory: An assessment and review, Academy of Management Review, 14: 5774.
  • Enrione, A., Mazza, C. and Zerboni, F. (2006) Institutionalizing codes of governance, American Behavioral Scientist, 49: 96173.
  • Fama, E. and Jensen, M. C. (1983) Separation of ownership and control, Journal of Law and Economics, 26: 30125.
  • Felton, S. M. (1979) To what extent should a company's outside directors be involved in setting the future course of a company? Harvard Business Review, July–August: 207.
  • Fiegener, M. K. (2005), Determinants of board participation in the strategic decisions of small corporations, Entrepreneurship Theory and Practice, September: 62752.
  • Filatotchev, I. and Toms, S. (2003) Corporate governance, strategy, and survival in a declining industry: A study of UK cotton textile companies, Journal of Management Studies, 40: 895920.
  • Forbes, D. and Milliken, F. J. (1999) Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups, Academy of Management Review, 24: 489505.
  • Fried, V. D. and Hisrich, R. D. (1995) The venture capitalist: A relationship investor, California Management Review, Winter: 10113.
  • Fried, V. H., Burton, G. D. and Hisrich, R. D. (1998) Strategy and the board of directors in venture capital-backed firms, Journal of Business Venturing, 13: 493503.
  • Fulghieri, P. and Hodrick, L. S. (2006) Synergies and internal agency conflicts: The double-edged sword of mergers, Journal of Economics and Management Strategy, 15: 54976.
  • Golden, B. R. and Zajac, E. J. (2001) When will boards influence strategy? Inclination × power = strategic change, Strategic Management Journal, 22: 1087111.
  • Goodstein, J. and Boeker, W. (1992) Turbulence at the top: A new perspective on governance structure changes and strategic change, Academy of Management Journal, 34: 30630.
  • Goodstein, J., Gautam, K. and Boeker, W. (1994) The effects of board size and diversity on strategic change, Strategic Management Journal, 15: 24150.
  • Grossman, W. and Cannella, A. (2006) The impact of strategic persistence on executive compensation, Journal of Management, 32: 25778.
  • Gulati, R. and Westphal, J. D. (1999) Cooperative or controlling? The effects of CEO-board relations and the content of interlocks on the formation of joint-ventures, Administrative Science Quarterly, 44: 473506.
  • Hambrick, D. C., V. Werder, A. and Zajac, E. J. (2008) New directions in corporate governance research, Organization Science, 19: 3815.
  • Van Hamel, J. A., Van Wijk, H. E., De Rooij, A. J. H. and Bruel, M. (1998). Boardroom dynamics: Lessons in governance, Corporate Governance: An International Review, 6: 193201.
    Direct Link:
  • Harrison, J. R. (1987). The strategic use of corporate board committees, California Management Review, Fall: 109126.
  • Haunschild, P. R. (1993) Interorganizational imitations: The impact of interlocks on corporate acquisitions activity, Administrative Science Quarterly, 38: 56492.
  • Haunschild, P. R. and Beckman, C. M. (1998) When do interlocks matter? Alternate sources of information and interlock influence, Administrative Science Quarterly, 43: 81544.
  • Hayward, M. L. A. and Hambrick, D. C. (1997) Explaining the premium paid for large acquisitions: Evidence of CEO hubris, Administrative Science Quarterly, 42: 10327.
  • Heller, J. R. and Milton, F. (1972) The board of directors: Legalistic anachronism or vital force, California Management Review, Spring: 2430.
  • Hendry, K. and Kiel, G. C. (2004) The role of the board in firm strategy: Integrating agency and organizational control perspectives, Corporate Governance: An International Review, 12: 50020.
  • Heracleous, L. (2001) What is the impact of corporate governance on organizational performance?, Corporate Governance: An International Review, 9: 16573.
  • Herman, C. (1981) Corporate Power and Corporate Control, Oxford Press, Oxford.
  • Hillman, A. J. (2005) Politicians on the board of directors: Do connections affect the bottom line? Journal of Management, 31: 46481.
  • Hillman, A. J. and Dalziel, T. (2003) Boards of directors and firm performance: Integrating agency and resource dependence perspectives, Academy of Management Review, 28: 38396.
  • Hillman, A. J., Cannella, A. and Paetzold, R. L. (2000) The resource dependence role of corporate directors: Strategic adaption of board composition in response to environmental change, Journal of Management Studies, 37: 23556.
  • Hitt, M. A., Harrison, J. S. and Ireland, D. R. (2001) Mergers and Acquisitions: A Guide to Value Creating for Stakeholders, Oxford University Press, New York.
  • Hoskisson, R. E. and Turk, T. A. (1990) Corporate restructuring: Governance and control limits of the internal capital market, Academy of Management Review, 15: 45977.
  • Hoskisson, R. E., Hitt, M. A., Johnson, R. A. and Grossman, W. (2002) Conflicting voices: The effects of institutional ownership heterogeneity and internal governance on corporate innovation strategies, Academy of Management Journal, 45: 697716.
  • Huse, M. (1994) Board-management relations in small firms: The paradox of simultaneous independence and interdependence, Small Business Economics, 6: 5572.
  • Huse, M. (2005) Accountability and creating accountability: A framework for exploring behavioral perspectives of corporate governance, British Journal of Management, 16: 6579.
  • Huse, M. (2007) Boards, Governance and Value Creation, Cambridge University Press, Cambridge.
  • Huse, M, Minichilli, A. and Shoning, M. (2005) Corporate boards as assets for operating in new Europe: The value of process-oriented boardroom dynamics, Organizational Dynamics, 34: 28597.
  • Ingley, C. and Van Der Walt, N. (2005) Do board processes influence director and board performance? Statutory and performance implications, Corporate Governance: An International Review, 13: 63259.
  • Insch, G. S., Moore, J. E. and Murphy, L. D. (1997) Content analysis in leadership research: Examples, procedures, and suggestions for future use, Leadership Quarterly, 8: 125.
  • Jensen, M. C. (1993) The modern industrial revolution, exit, and the failure of internal control systems, The Journal of Finance, 48: 83182.
  • Jensen, M. C. and Meckling, W. (1976) Theory of the firm: Managerial behavior, agency costs, and ownership structure, Journal of Financial Economics, 3: 30560.
  • Jensen, M. C. and Zajac, E. J. (2004) Corporate elites and corporate strategy: How demographic preferences and structural position shape the scope of the firm, Strategic Management Journal, 25: 50724.
  • Johnson, J. L., Daily, C. M. and Ellstrand, A. E. (1996) Boards of directors: A review and research agenda, Journal of Management, 22: 40938.
  • Johnson, R. A., Hoskisson, R. E. and Hitt, M. A. (1993) Board of director involvement in restructuring: The effects of board versus managerial controls and characteristics, Strategic Management Journal, 14: 3350.
  • Judge, W. Q. and Dobbins, G.H. (1995) Antecedents and effects of outside director's awareness of CEO decision style, Journal of Management, 21: 4364.
  • Judge, W. Q. and Zeithaml, C.P. (1992) Institutional and strategic choice perspectives on board involvement in the strategic decision process, Academy of Management Journal, 35: 76694.
  • Keenan, J. (2004) Corporate governance in UK/USA boardrooms, Corporate Governance: An International Review, 12: 1726.
  • Kiel, G. C. and Nicholson, G. J. (2003) Board composition and corporate performance: How the Australian experience informs contrasting theories of corporate governance, Corporate Governance: An International Review, 11: 189207.
  • Kuhn, T. S. (1962) The Structure of Scientific Revolutions, University of Chicago Press, Chicago, IL.
  • Kor, Y. Y. (2006) Direct and interaction effects of top management team and board compositions on R&D investment strategies, Strategic Management Journal, 27: 108199.
  • Kosnik, R. D. (1987) Greenmail: A study of board performance in corporate governance, Administrative Science Quarterly, 32: 16385.
  • Kosnik, R. D. (1990) Effects of board demography and directors' incentives on corporate greenmail decisions, Academy of Management Journal, 33: 12950.
  • Krippendorff, K. (2005) Content Analysis: An Introduction to its Methodology (2nd ed.), Sage, Newbury Park, CA.
  • Lang, J. R. and Lockhart, D. E. (1990) Increased environmental uncertainty and changes in board linkages patterns, Academy of Management Journal, 33: 10628.
  • Lawrence, B. (1997) The black box of organizational demography, Organization Science, 8: 122.
  • Leblanc, R. and Gillies, J. (2005) Inside the Board Room, John Wiley and Sons, Ontario.
  • Lee, T. W. (1999) Using Qualitative Methods in Organizational Research, Sage, Thousand Oaks, CA.
  • Long, T., Dulewicz, V. and Gay, K. (2005) The role of the non-executive director: Findings of an empirical investigation into the differences between listed and unlisted UK boards, Corporate Governance: An International Review, 13: 66779.
  • Lorsch, J. (1986) Managing culture: The invisible barrier to strategic change, California Management Review, 28: 95109.
  • Lorsch, J. and McIver, E. (1989) Pawns or Potentates: The Reality of America's Corporate Boards, HBS Press, Boston, MA.
  • Maassen, G. F. and Van den Bosch, F. A. J. (1999) On the supposed independence of two-tier boards: Formal structure and reality in the Netherlands, Corporate Governance: An International Review, 7: 317.
    Direct Link:
  • Mace, M. (1971) Directors: Myth and Reality, Harvard Business School Press, Boston, MA.
  • Mace, M. (1976) Attracting new directors, Harvard Business Review, September–October: 4651.
  • Machin, J. L. H. and Wilson, L. S. (1979) Closing the gap between planning and control, Long Range Planning, 12: 1633.
  • McNulty, T. and Pettigrew, A. M. (1999) Strategists on boards, Organization Studies, 20: 4774.
  • Minichilli, A., Zattoni, A. and Zona, F. (2009) Making boards effective: An empirical examination of board task performance, British Journal of Management, 20: 5574.
  • Mizruchi, M. S. (1983) Who controls whom? An examination of the relation between management and boards of directors in large American corporations, Academy of Management Review, 8: 42635.
  • Monks, R. and Minow, N. (2008) Corporate Governance, Wiley, London.
  • Mueller, F., Sillince, J., Harvey, C. and Howorth, C. (2003) A rounded picture is what we need: Rhetorical strategies, arguments, and the negotiation of change in a UK hospital trust, Organization Studies, 25: 7593.
  • Muth, M. M. and Donaldson, L. (1998) Stewardship theory and board structure: A contingency approach, Corporate Governance: An International Review, 6: 529.
    Direct Link:
  • Parker, L. D. (2007) Boardroom strategizing in professional associations: Processual and institutional perspectives, Journal of Management Studies, 44: 145481.
  • Pearce, J. A. and Zahra S. A. (1992) Board composition from a strategic contingency perspective, Journal of Management Studies, 29: 41139.
  • Peck, S. I. and Ruigrok, W. (2000) Hiding behind the flag? Prospects for change in German corporate governance, European Management Journal, 18: 42030.
  • Pettigrew, A. M. (1992) On studying managerial elites, Strategic Management Journal: 13, 16382.
  • Pettigrew A. M., Thomas H. and Whittington R. (eds.) (2002) The Handbook of Strategy and Management, Sage, London.
  • Pfeffer, J. (1972) Size and composition of corporate boards of directors: The organization and its environment, Administrative Science Quarterly, 17: 21828.
  • Pfeffer, J. (1973). Size, composition, and the function of hospital boards of directors: The organization and its environment, Administrative Science Quarterly, 18: 34966.
  • Pfeffer, J. and Salancik, G. R. (1978) The External Control of Organizations: A Resource Dependency Perspective, Harper and Row, New York.
  • Pye, A. and Camm G. (2003) Non-executive directors: Moving beyond the “one size fits-all view”, Journal of General Management, 28: 5272.
  • Ravasi, D. and Zattoni, A. (2006) Exploring the political side of board involvement in strategy: A study of mixed-ownership institutions, Journal of Management Studies, 48: 1672704.
  • Rindova, V. (1999) What corporate boards have to do with strategy: A cognitive perspective, Journal of Management Studies, 36: 95375.
  • Roberts, J. (2002) Building the complementary board: The work of the PLC chairman, Long Range Planning, 35: 493520.
  • Roberts, J., McNulty, T. and Stiles P. (2005) Beyond agency conceptions of the work of the non-executive director: Creating accountability in the boardroom, British Journal of Management, 16: 526.
  • Rosenstein, J. (1987) Why don't US boards get more involved in strategy?, Long Range Planning, 20: 304.
  • Ruigrok, W., Peck, S. and Keller, P. (2006) Board characteristics and involvement in the strategic decision-making: Evidence from Swiss companies, Journal of Management Studies, 43: 120126.
  • Sanders, W. M. and Carpenter, M. A. (1998) Internationalization and firm governance: The roles of CEO compensation, top team composition, and board structure, Academy of Management Journal, 14: 15878.
  • Schmidt, S. and Bauer, M. (2006) Strategic governance: How to assess board effectiveness in guiding strategy execution, Corporate Governance An International Review, 14: 1323.
  • Seglen, P. O. (1994) Causal relationship between article citedness and journal impact factor, Journal of the America Society for Information Science, 45: 111.
  • Sheppard, J.P. (1994) Strategy and bankruptcy: An exploration into organizational death, Journal of Management, 20: 795833.
  • Sheridan, L., Jones, E. and Marston, C. (2006) Corporate governance codes and the supply of corporate information in the UK, Corporate Governance: An International Review, 12: 48999.
  • Stiles, P. (2001) The impact of the board on strategy: An empirical examination, Journal of Management Studies, 38: 62750.
  • Stiles, P. and Taylor, B. (1996) The strategic role of the board, Corporate Governance: An International Review, 4: 310.
  • Stiles, P. and Taylor, B. (2002) Boards at Work: How Directors View their Roles and Responsibilities, Oxford University Press, New York.
  • Sundaramurthy, G. and Lewis, M. (2003) Control and collaboration: Paradoxes of governance, Academy of Management Review, 28: 397415.
  • Tihanyi, L., Johnson, R. A., Hoskisson, R. E. and Hitt, M. A. (2003) Institutional ownership differences and international diversification: The effects of boards of directors and technological opportunity, Academy of Management Journal, 46: 195211.
  • Tricker, B. (1984) Corporate Governance, Blackwell Publishing Limited, Oxford.
  • Useem, M. (2003) Corporate governance is directors making decisions: Reforming the outward foundations for inside decision making, Journal of Management and Governance, 7: 24153.
  • Useem, M. and Zelleke, A. (2006) Oversight and delegation in corporate governance: Deciding what the board should decide, Corporate Governance: An International Review, 14: 212.
  • Vance, J. O. (1979) The care and feeding of the board of directors, California Management Review, Summer: 2934.
  • Van den Heuvel, J., Van Gils, A. and Voordeckers, W. (2005) Board roles in small and medium sized family businesses, Corporate Governance: An International Review, 13: 46783.
  • Volberda, H. W. and Elfring, T. (eds.) (2001) Rethinking Strategy, Sage, London.
  • Volberda, H. W. and Lewin, A. Y. (2003) Co-evolutionary dynamics within and between firms: From evolution to co-evolution, Journal of Management Studies, 40: 211136.
  • Volberda, H. W., Baden-Fuller, C. and Van den Bosch, F. A. J. (2001) Mastering strategic renewal: Mobilizing renewal journeys in multi-unit firms, Long Range Planning, 34: 15978.
  • Westphal, J. D. (1998) Board games: How CEOs adapt to increases in structural board independence from management, Administrative Science Quarterly, 43: 51137.
  • Westphal, J. D. and Fredrickson, J. W. (2001) Who directs strategic change? Director experience, the election of new CEOs, and change in corporate strategy, Strategic Management Journal, 22: 111337.
  • Wommack, W. W. (1979) The board's most important function, Harvard Business Review, 57: 4855.
  • Yawson, A. (2006) Evaluating the characteristics of corporate boards associated with layoff decisions, Corporate Governance: An International Review, 14: 75- 85.
  • Yoshikawa, T. and Phan, P. H. (2005) The effects of ownership and capital structure on board composition and strategic diversification in Japanese corporations, Corporate Governance: An International Review, 13: 30312.
  • Zahra, S. A. (1990) Increasing the board's involvement in strategy, Long Range Planning, 23: 10917.
  • Zahra, S. A. (1996) Governance, ownership, and corporate entrepreneurship: The moderating impact of industry technological opportunities, Academy of Management Journal, 39: 171335.
  • Zahra, S. A. and Filatotchev, I. (2004) Governance of the entrepreneurial threshold firm: A knowledge-based perspective, Journal of Management Studies, 41: 88597.
  • Zahra, S. A. and Pearce, J. (1989) Boards of directors and corporate financial performance: A review and integrative model, Journal of Management, 15: 291334.
  • Zahra, S. A. and Pearce, J. (1990) Determinants of board directors' strategic involvement, European Management Journal, 8: 16473.
  • Zahra, S. A., Neubaum, D. and Huse, M. (2000) Entrepreneurship in medium-size companies: Exploring the effects of ownership and governance systems, Journal of Management, 26: 94776.
  • Zattoni, A. and Cuomo F. (2008) Why adopt codes of good governance? A comparison of institutional and efficiency perspectives, Corporate Governance: An International Review, 16: 115.
  • Zona, F. and Zattoni, A. (2007) Beyond the black box of demography: Board processes and task effectiveness within Italian firms, Corporate Governance: An International Review, 15: 85267.