What is it about?
Companies have corporate boards which perform many roles such as plan strategy, challenge and support the executive and provider networks. This paper is based on a study conducted in boards of listed companies in the UK. This paper presents first-hand views of board members who share their perspective on how to improve boards ability to create and sustain value for organisations.
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Why is it important?
Many articles on corporate governance are written based on studies which are conducted with secondary data of Annual reports or other performance indicators. Board members are elite who seldom share their views with researchers due to trust issues. This paper succeeds in opening the 'black box' of boardrooms and presents the views of board members on sensitive and significant topics of board diversity, the appointment of Directors and value creation.
Perspectives
Common sense suggests that gender diversity is important for organisations as well as for boards. Common sense also indicates that diversity ought not to be limited to a few demographic characteristics of Directors. This paper substantiates common sense and empirically suggests that board diversity ought to be defined broadly and should be accompanied by evolved board processes for optimum value creation by boards in FTSE companies.
Rita Goyal
Henley Business School
Read the Original
This page is a summary of: Value-creating Boards—Diversity and Evolved Processes, Journal of Creating Value, April 2018, SAGE Publications,
DOI: 10.1177/2394964318765287.
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