Corporate Governance: Volume 4 Issue 1

Breakthrough board performance: how to harness your board’s intellectual capital[1]

Gavin J. Nicholson, Geoffrey C. Kiel

To date, corporate governance research agendas have tended to concentrate on one particular role that a board performs. For instance, agency theory concentrates on the monitoring…

Impact of top management power on corporate divestiture

Venkat R. Krishnan, Ranjini Sivakumar

This longitudinal study looked at the impact of top managers’ personal power and structural power on divestiture two years later, using a sample of 46 sales and spin‐offs and a…

Agency problems and debt financing: leadership structure effects

Richard H. Fosberg

In previous research, Friend and Hasbrouck theorized that managerial insiders (officers and directors) have a personal incentive to cause the firm to use less than the optimal…

Shared thinking and interaction in the family business boardroom

Phyl Johnson

This paper reports the findings of in‐depth case study research carried out with the board of a UK family business. The research was designed to explore interaction amongst…

The influence of emotions and culture on accountability and governance

S. Velayutham, M. H. B. Perera

Accountability has frequently been presented as a rational practice that can and should be implemented in all governance structures including civil society, economic institutions…

Where the decision‐makers went wrong: from capitalism to cannibalism

Richard J. Pech, Geoffrey Durden

This paper examines the organizational consequences of aberrant decision making processes in terms of the continuum of knowledge management alluded to by T.S. Eliot (1969); namely…

A synthesis of knowing and governance: making sense of organizational and governance polemics

Bruce Cutting, Alexander Kouzmin

Where do all the management theories and fads come from? Why are they so different and constantly changing. This paper develops a comprehensive and dynamic cognitive formwork from…