Board dynamics / Philip Stiles.

Format:

Book

Author/Creator:

Stiles, Philip, author.

Series:

Elements in corporate governance, 2515-7175.

Cambridge elements. Elements in corporate governance, 2515-7175

Language:

English

Subjects (All):

Boards of directors.

Corporate governance.

Physical Description:

1 online resource (73 pages) : digital, PDF file(s).

Edition:

1st ed.

Place of Publication:

Cambridge : Cambridge University Press, 2021.

Summary:

Boards of directors are at the apex of organisational decision-making and so are central in ensuring effective corporate governance. But boards are under increasing scrutiny due to the continuing prevalence of scandals and failures. Boards have been viewed as set up to fail because the demands placed upon them cannot effectively be delivered. In this Element, I examine this tension and look at the board as a working group, one which has an input, a process and an output. Through looking at the board as a group, the dynamics of how boards, and the potential for effective and ineffective operation, are highlighted. I conclude with outlining how the future of board dynamics may evolve.

Contents:

Cover

Title page

Copyright page

Board Dynamics

Contents

1 Introduction

2 Board Composition: Setting the Conditions for Dynamics

2.1 Board Structure

2.1.1 Board Committees

2.1.2 Board Size

2.2 Director Independence

2.3 Board Human and Social Capital

2.3.1 Human Capital

2.3.2 Social Capital

2.4 Board Selection

2.4.1 The Nominations Committee

2.4.2 CEO Succession

2.4.3 Board Diversity

2.4.4 Quotas

2.4.5 Employee Representation

2.5 Conclusion

3 Dynamics and Process

3.1 Variation in Board Involvement

3.1.1 Board Leadership

The Role of the Chair

3.1.2 The Use of Human and Social Capital

3.1.3 Power and Status

3.1.4 Conflict

3.2 Board Process

3.2.1 Board Agenda Calendar

3.2.2 Matters Reserved for the Board

3.2.3 Meeting Papers

3.2.4 Meeting Frequency

3.2.5 The Non-Executive Directors' Meeting

3.3 Conclusion

4 Board Accountability

4.1 Boards, Accountability and Performance

4.2 Judgements about Board Task Performance

4.3 Risk and Performance

4.4 Boards and Innovation

4.5 Purpose and the Tone at the Top

4.6 Board and Governance Practice: Cohesion

4.7 Conclusion

5 Renewing Boards of Directors

5.1 Rethinking the Corporate Board: The Private Equity Approach

5.2 Rethinking Directors: Reducing Independence to Shareholders

5.3 Rethinking the Board's Relationship with Stakeholders: Employee Representation

5.4 Rethinking the Board's Relationship with Stakeholders - Directors' Duties

5.5 Rethinking Board Culture

5.6 Rethinking Disruption

5.7 Conclusions: Back to Purpose

References.

Notes:

Title from publisher's bibliographic system (viewed on 23 Jun 2021).

ISBN:

1-108-98540-8

1-108-98370-7

1-108-97487-2

OCLC:

1258117739