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Cited by

• 2004The Role of the Board in Firm Strategy: integrating agency and organisational control perspectives318 cited
• 2008Director Interlocks and Spillover Effects of Reputational Penalties From Financial Reporting Fraud310 cited
• 2006Board Characteristics and Involvement in Strategic Decision Making: Evidence from Swiss Companies*303 cited
• 2012What do boards really do? Evidence from minutes of board meetings279 cited
• 2005Studying Board Context, Process and Dynamics: Some Challenges for the Future272 cited
• 2010The relationship between firm performance and board characteristics in Ireland259 cited
• 2017To What Extent Do Gender Diverse Boards Enhance Corporate Social Performance?229 cited
• 2011Board Influence on a Firm's Internationalization222 cited
• 2007Beyond the Black Box of Demography: board processes and task effectiveness within Italian firms219 cited
• 2019The board of directors and firm performance: empirical evidence from listed companies218 cited
• 2006The Determinants and Effects of Board Nomination Committees*212 cited
• 2014Structural Power Equality between Family and Non-Family TMT Members and the Performance of Family Firms212 cited
• 2014Why Does Board Gender Diversity Matter and How Do We Get There? The Role of Shareholder Activism in Deinstitutionalizing Old Boys’ Networks