The Value Creating Board

<p>This book presents boards of directors from a strategic and entrepreneurial management perspective. Boards of directors are receiving increased interest in the business world as well as among academic audiences however few contributions integrate corporate governance and organizational behavior. In this book a research stream about value-creating boards is introduced. <br> <br>Boards of directors have during the recent decades mostly been studied within a framework of corporate governance where the interests of external investors are emphasized. This book aims to go further and explore actual board behavior. The framework and the contributions in the book include concepts such as: <br> </p><ul> <p> </p> <li>board leadership and structure, </li> <p> </p> <li>boardroom decision-making, </li> <p> </p> <li>board task performance </li> <p> </p> <li>corporate entrepreneurship and innovation </li> <p> </p> <li>boards in small and medium-sized firms </li> <p> </p> <li>board diversity and women directors</li> </ul><p>The book also presents the results of a research agenda about value-creating boards which was conducted throughout various European countries. </p> <p><strong>Part 1. Introduction: The Value Creating Board and Behavioural Perspectives</strong></p><p>1. The Value Creating Board and Behavioural Perspectives <em>Morten Huse</em></p><p>2. Context, Behaviour and Evolution: Challenges in Research on Boards and Governance <em>Jonas Gabrielsson and Morten Huse</em></p><p>3. Accountability and Creating Accountability: A Framework for Exploring Behavioural Perspectives of Corporate Governance <em>Morten Huse</em></p><p><strong>Part 2. Exploring Issues and Theories: The Classics – Developing a Field</strong></p><p>4. Building Blocks in Understanding Behavioural Perspectives on Boards: Developing a Research Stream <em>Morten Huse</em></p><p>5. The President and the Board of Directors <em>Miles L Mace</em></p><p>6. The Separation of Ownership and Control <em>Eugene Fama and Michael Jensen</em></p><p>7. Boards of Directors and Corporate Financial Performance: A Review and Research Agenda <em>Shaker Zahra and John A Pearce</em></p><p>8. On Studying Managerial Elites <em>Andrew Pettigrew</em></p><p>9. Cognition and Corporate Governance: Understanding Boards of Directors as Strategic Decision-Making Groups <em>Daniel Forbes and Frances Milliken</em></p><p><strong>Part 3. Exploring Methods and Concepts</strong></p><p>10. Exploring Methods and Concepts in Studies of Boards Processes <em>Morten Huse</em></p><p>11. Relational Norms as a Supplement to Neo-classical Understanding of Directorates <em>Morten Huse</em> </p><p>12. Stakeholder Management and the Avoidance of Corporate Control <em>Morten Huse and Dorthe Eide</em></p><p>13. Researching the Dynamics of Board – Stakeholder Relations <em>Morten Huse</em></p><p>14. Stakeholders’ Expectations of Board Roles: The Case of Subsidiary Boards <em>Morten Huse and Violina Rindova</em></p><p>15. Corporate Boards as Assets for Operating in the New Europe: The Value of Process-oriented Boardroom Dynamics <em>Morten Huse, Alessandro Minichilli and Margrethe Schøning</em></p><p>16. Gender Related Boardroom Dynamics <em>Morten Huse and Anne Grethe Solberg</em></p><p><strong>Part 4. Exploring Relationships: Results from ‘The Value Creating Board’ Surveys</strong></p><p>17. The ‘Value Creating Board’-Surveys: A Benchmark <em>Morten Huse</em></p><p>18. What Makes Boards in Small Firms Active? <em>Mattias Nordqvist and Alessandro Minichilli</em></p><p>19. How Actual Board Task Performance Influences Value Creating Boards in Dutch SMEs <em>Jeroen van den Heuvel and Anita van Gils</em></p><p>20. The Board’s Control Tasks in Family Firms: Theoretical Perspectives and Exploratory Evidence <em>Yannick Bammens and Wim Voordeckers</em></p><p>21. Board Activity in Large Italian Companies: A Behavioural Perspective<em> Alessandro Minichilli, Alessandro Zattoni and Fabio Zona</em></p><p>22. Women Directors, Board Working Style and Board Task Performance <em>Sabina Nielsen</em></p><p>23. Board Task Performance in Small Firms: The Role of Incentives and Board Processes <em>Luca Gnan and Alessandro Zattoni</em></p><p>24. Trust and Board Task Performance <em>Hans van Ees, Gerwin van der Laan and Theo Postma</em></p><p>25. Consequences of Board Power <em>Pingying Zhang Wenstøp</em></p><p>26. Boards of Directors and Firm Innovation: An Empirical Analysis on Large Italian Companies <em>Fabio Zona, Alessandro Minichilli and Alessandro Zattoni</em></p><p>27. Board Control and Innovation: An Empirical Study of Small Technology Based Firms<em> Jonas Gabrielsson and Diamanto Politis</em></p><p><strong>Part 5. The Value Creating Board: Implications for Practice</strong> </p><p>28. How Boards Contribute to Value Creation <em>Morten Huse, Jonas Gabrielsson and Alessandro Minichilli</em></p>