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Engaging Boards in Corporate Direction-Setting
16 references·1 citing·37 second hop
Engaging Boards in Corporate Direction-Setting (2007)Engaging Boards in Corporate Direction-Se…The Role of Strategy Workshops in Strategy Development Processes: Formality, Communication, Co-ordination and Inclusion (2006)The Role of Strategy Workshop…What makes great boards great. (2002)What makes great boards great.When will boards influence strategy? inclination × power = strategic change (2001)When will boards influence st…THE STRATEGIC CONTEXT OF EXTERNAL NETWORK TIES: EXAMINING THE IMPACT OF DIRECTOR APPOINTMENTS ON BOARD INVOLVEMENT IN STRATEGIC DECISION MAKING. (2001)THE STRATEGIC CONTEXT OF EXTE…Applying the Balanced Scorecard Concept: An Experience Report (2001)Applying the Balanced Scoreca…Performance Measurement and Control Systems for Implementing Strategy (1999)Performance Measurement and C…How risky is your company? (1999)How risky is your company?Cognition and Corporate Governance: Understanding Boards of Directors as Strategic Decision-Making Groups (1999)Cognition and Corporate Gover…Cognition and Corporate Governance: Understanding Boards of Directors as Strategic Decision-Making Groups (1999)Cognition and Corporate Gover…The hidden traps in decision making. (1998)The hidden traps in decision …How management teams can have a good fight. (1997)How management teams can have…Power and Influence in and Around the Boardroom (1995)Power and Influence in and Ar…The balanced scorecard--measures that drive performance. (1992)The balanced scorecard--measu…The balanced scorecard : measures that drive performance (1992)The balanced scorecard : meas…INSTITUTIONAL AND STRATEGIC CHOICE PERSPECTIVES ON BOARD INVOLVEMENT IN THE STRATEGIC DECISION PROCESS. (1992)INSTITUTIONAL AND STRATEGIC C…Directors: Myth and Reality (1971)Directors: Myth and RealityBoard information: meeting the evolving needs of corporate directors (2011)Board information: meeting th…Judgment under Uncertainty: Heuristics and Biases (1975)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)The Measurement of Observer Agreement for Categorical Data (1977)The Network Paradigm in Organizational Research: A Review and Typology (2003)Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition (2004)Resource Dependence Theory: A Review (2009)Separation of Ownership and Control (1983)Boards of Directors and Corporate Financial Performance: A Review and Integrative Model (1989)A Dynamic Theory of Organizational Knowledge Creation (1994)Control and Collaboration: Paradoxes of Governance (2003)Women Directors on Corporate Boards: From Tokenism to Critical Mass (2011)Women on Boards and Firm Financial Performance: A Meta-Analysis (2014)The Structure of Corporate Ownership: Causes and Consequences (1985)Strategic management a stakeholder approach (2010)Green Governance: Boards of Directors’ Composition and Environmental Corporate Social Responsibility (2011)The Too-Much-of-a-Good-Thing Effect in Management (2011)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Theory and research in strategic management: Swings of a pendulum (1999)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Diversification Decisions in Family‐Controlled Firms (2009)The Contribution of Women on Boards of Directors: Going beyond the Surface (2010)Corporate Governance: Decades of Dialogue and Data (2003)The Gender and Ethnic Diversity of US Boards and Board Committees and Firm Financial Performance (2010)External Control of Organizations: Resource Dependence Perspective (2011)The Structuring of Organizations (1989)STAKEHOLDER‐AGENCY THEORY (1992)INSTRUMENTAL STAKEHOLDER THEORY: A SYNTHESIS OF ETHICS AND ECONOMICS (1995)Reconsidering the Rational Public: Cognition, Heuristics, and Mass Opinion (2000)Mindfulness at Work (2011)Managing the Unknowable (2015)Performance measurement system design (1995)Performance management: a framework for management control systems research (1999)Clarifying Business Models: Origins, Present, and Future of the Concept (2005)Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study (2004)The effects of the interactive use of management control systems on product innovation (2004)An empirical analysis of the levers of control framework (2007)THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)
this work references cited by second hop

References

  • 1992The balanced scorecard : measures that drive performance12,082 cited
  • 1992The balanced scorecard--measures that drive performance.7,979 cited
  • 1999Cognition and Corporate Governance: Understanding Boards of Directors as Strategic Decision-Making Groups1,612 cited
  • 1971Directors: Myth and Reality1,488 cited
  • 2001THE STRATEGIC CONTEXT OF EXTERNAL NETWORK TIES: EXAMINING THE IMPACT OF DIRECTOR APPOINTMENTS ON BOARD INVOLVEMENT IN STRATEGIC DECISION MAKING.1,308 cited
  • 1999Cognition and Corporate Governance: Understanding Boards of Directors as Strategic Decision-Making Groups1,305 cited
  • 1999Performance Measurement and Control Systems for Implementing Strategy1,030 cited
  • 1992INSTITUTIONAL AND STRATEGIC CHOICE PERSPECTIVES ON BOARD INVOLVEMENT IN THE STRATEGIC DECISION PROCESS.793 cited
  • 2001When will boards influence strategy? inclination × power = strategic change671 cited
  • 1998The hidden traps in decision making.590 cited
  • 1995Power and Influence in and Around the Boardroom430 cited
  • 1997How management teams can have a good fight.336 cited
  • 2001Applying the Balanced Scorecard Concept: An Experience Report328 cited
  • 2002What makes great boards great.326 cited
  • 2006

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The Role of Strategy Workshops in Strategy Development Processes: Formality, Communication, Co-ordination and Inclusion
292 cited
  • 1999How risky is your company?217 cited
  • Cited by

    • 2011Board information: meeting the evolving needs of corporate directors21 cited