Corporate governance best practices: the proof is in the process

Abstract

Purpose

This paper looks at the failure of corporate boards to incorporate best practices into their functioning.

Design/methodology/approach

The study discusses the failure of corporate boards to incorporate best practices into their functioning.

Findings

One answer to the continued failure of corporate governance, albeit not likely the answer, is a misplaced focus on structural aspects of the board of directors at the expense of process issues.

Practical implications

Provides executives with information on important factors to consider in monitoring board performance.

Originality/value

This article is of particular value to CEOs and other board members.

Citation

Dalton, C.M. and Dalton, D.R. (2006), "Corporate governance best practices: the proof is in the process", Journal of Business Strategy, Vol. 27 No. 4, pp. 5-7. https://doi.org/10.1108/02756660610677155