A Behavioral Perspective for Governing Bodies

Abstract

This article provides a framework and investigates how conflicts in the boardroom may be different from other conflicts in public decision-making groups. Five distinct perspectives are adopted in the conceptual framework: the agency, stakeholder, and board strategic involvement perspectives for the first level of analysis, and the administrative behavior and public value perspectives for the second one. The study contributes to advancing research on the processes and the behavioral dimensions that influence the actions and the decisions of public boards. The study’s results suggest that the elements that provide a fundamental role to a governing board in leading public organizations are relationships with both the external and the internal actors and conditions that enable the board’s decision-making processes to carry out its own tasks effectively.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 8 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.