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Back to the Drawing Board: Designing Corporate Boards for a Complex World
0 references·16 citing·50 second hopsampled
Back to the Drawing Board: Designing Corporate Boards for a Complex World (2003)Back to the Drawing Board: Designing Corp…The relationship between board diversity and firm performance in the lodging industry: The moderating role of internationalization (2020)The relationship between boar…Beyond tokenism: How strategic leaders influence more meaningful gender diversity on boards of directors (2019)Beyond tokenism: How strategi…Board composition and corporate social responsibility in an emerging market (2016)Board composition and corpora…Mandatory Gender Balance and Board Independence (2015)Mandatory Gender Balance and …Network Defense: Pruning, Grafting, and Closing to Prevent Leakage of Strategic Knowledge to Rivals (2014)Network Defense: Pruning, Gra…Positive and negative synergies between the CEO's and the corporate board's human and social capital: A study of biotechnology firms (2013)Positive and negative synergi…Board Informal Hierarchy and Firm Financial Performance: Exploring a Tacit Structure Guiding Boardroom Interactions (2011)Board Informal Hierarchy and …Should Independent Board Members with Social Ties to Management Disqualify Themselves from Serving on the Board? (2010)Should Independent Board Memb…The Value of Independent Directors: Evidence from Sudden Deaths (2009)The Value of Independent Dire…The impact of family-firm structure and board composition on corporate transparency: Evidence based on segment disclosures in Malaysia (2009)The impact of family-firm str…Maturation of Corporate Governance Research, 1993–2007: An Assessment (2009)Maturation of Corporate Gover…How Independent, Competent and Incentivized Should Non‐executive Directors Be? An Empirical Investigation of Good Governance Codes (2009)How Independent, Competent an…How Boards Strategise: A Strategy as Practice View (2009)How Boards Strategise: A Stra…Corporate Board Attributes, Team Effectiveness and Financial Performance (2009)Corporate Board Attributes, T…Critical Mass on Corporate Boards: Why Three or More Women Enhance Governance (2006)Critical Mass on Corporate Bo…Do Board Processes Influence Director and Board Performance? Statutory and performance implications (2005)Do Board Processes Influence …Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)Separation of Ownership and Control (1983)Agency Costs of Free Cash Flow, Corporate Finance, and Takeovers (1986)Board gender diversity, audit committee and financial performance: evidence from Nigeria (2020)Board gender diversity and sustainability performance: Nordic evidence (2022)Board gender diversity, CSR strategy, and eco-friendly initiatives in the transportation and logistics sector (2022)Judgment under Uncertainty: Heuristics and Biases (1974)Some Tests of Specification for Panel Data: Monte Carlo Evidence and an Application to Employment Equations (1991)Master of Puppets: How Narcissistic CEOs Construct Their Professional Worlds (2016)Why and when hierarchy impacts team effectiveness: A meta-analytic integration. 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(2003)Multilevel Challenges and Opportunities in Social Capital Research (2010)Organizational Virtue Orientation and Family Firms (2011)Experience Matters? The Impact of Prior CEO Experience on Firm Performance (2014)Management ownership and market valuation (1988)A Survey of Corporate Governance (1997)Corporate Governance and Audit Report Lag in Malaysia (2010)The role of independent directors at family firms in relation to corporate social responsibility disclosures (2015)The impact of multi-layer governance on bank risk disclosure in emerging markets: the case of Middle East and North Africa (2019)The Modern Industrial Revolution, Exit, and the Failure of Internal Control Systems (1993)Do CEO incentives and characteristics influence corporate social responsibility (CSR) and vice versa? A literature review (2019)Corporate Governance Configurations and Corporate Social Responsibility Disclosure: Qualitative Comparative Analysis of Audit Committee and Board characteristics (2020)The impact of board cultural diversity on a firm's commitment toward the sustainability issues of emerging countries: The mediating effect of a CSR committee (2020)Theoretical Sensitivity: Advances in the Methodology of Grounded Theory (1978)Rediscovering the Social Group: A Self-Categorization Theory. (1989)Firm characteristics, board diversity and corporate social responsibility (2015)The Discovery of Grounded Theory (2017)When Boards Matter: The Case of Corporate Social Irresponsibility (2019)Women on boards and bank earnings management: From zero to hero (2019)Nature of Prejudice (1954)Gender diversity influence on board effectiveness and business performance (2020)Women on Boards of Directors: A Meta-Analytic Examination of the Roles of Organizational Leadership and National Context for Gender Equality (2020)The Big Three and board gender diversity: The effectiveness of shareholder voice (2023)The Cost of Capital, Corporation Finance and the Theory of Investment (1958)An Integrative Theory of Intergroup Conflict (2000)Econometric Analysis of Cross Section and Panel Data (2001)The Effects of Market Competition, Capital Structure, and CEO Duality on Firm Performance: A Mediation Analysis by Incorporating the GMM Model Technique (2020)Gender diversity in hospitality and tourism top management teams: A systematic review of the last 10 years (2021)Global trends in board diversity research: a bibliometric view (2021)
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  • 2011Board Informal Hierarchy and Firm Financial Performance: Exploring a Tacit Structure Guiding Boardroom Interactions258 cited
  • 2006Critical Mass on Corporate Boards: Why Three or More Women Enhance Governance251 cited
  • 2009Corporate Board Attributes, Team Effectiveness and Financial Performance204 cited
  • 2016Board composition and corporate social responsibility in an emerging market195 cited
  • 2019Beyond tokenism: How strategic leaders influence more meaningful gender diversity on boards of directors172 cited
  • 2009Maturation of Corporate Governance Research, 1993–2007: An Assessment171 cited
  • 2015Mandatory Gender Balance and Board Independence165 cited
  • 2009The Value of Independent Directors: Evidence from Sudden Deaths160 cited
  • 2020The relationship between board diversity and firm performance in the lodging industry: The moderating role of internationalization156 cited
  • 2009The impact of family-firm structure and board composition on corporate transparency: Evidence based on segment disclosures in Malaysia152 cited
  • 2009How Independent, Competent and Incentivized Should Non‐executive Directors Be? An Empirical Investigation of Good Governance Codes150 cited
  • 2013Positive and negative synergies between the CEO's and the corporate board's human and social capital: A study of biotechnology firms139 cited
  • 2010

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Should Independent Board Members with Social Ties to Management Disqualify Themselves from Serving on the Board?
134 cited
  • 2009How Boards Strategise: A Strategy as Practice View133 cited
  • 2005Do Board Processes Influence Director and Board Performance? Statutory and performance implications130 cited
  • 2014Network Defense: Pruning, Grafting, and Closing to Prevent Leakage of Strategic Knowledge to Rivals128 cited