The Value Creating Board
Subtitle: Corporate Governance and Organizational Behaviour
Edition: 1 edition
Publisher: Routledge
Published: November 12, 2008
Language: eng
Format: Hardcover
Number of pages: 560
ISBN-13: 9780415437424
Subjects: Psychology & Psychiatry / General; Movements - Behaviorism; Psychology
First sentence: ABSTRACT
During recent decades boards have mostly been studied within a framework of corporate governance where the interests of external investors are emphasized. We will here break some new grounds, offering a major survey on boards of directors throughout various European countries, and opening up the hitherto unexamined area of study of board behaviour and the workings of the value creating board. 
A framework is presented including concepts as the knowledge and diversity of board members; trust and interactions inside and outside the boardroom; board leadership and structure; boardroom decision-making, and corporate entrepreneurship and innovation. The value creation of boards are not only related to value protection for certain shareholders or value distribution to various stakeholders, but also to value creation throughout the whole value chain as for example in relation to innovation and corporate entrepreneurship.
Description: Morten Huse (ed) 2008: The Value Creating Board: Corporate Governance and Organizational Behaviour, Routledge, Oxford

A.Introduction: The value creating board and behavioural perspectives
1.Morten Huse: “The value creating board and behavioural perspectives” 
2.Jonas Gabrielsson and Morten Huse: “Context, behaviour and evolution: Challenges in research on boards and governance” (published in International Studies of Management and Organization 2004)
3.Morten Huse: “Accountability and creating accountability: A framework for exploring behavioural perspectives of corporate governance”  (published in British Journal of Management 2005)


B. Exploring issues and theories: The classics  – developing a field
4.  Morten Huse: “Building blocks in understanding behavioural perspectives on boards: Developing a research stream”
5.  Miles L Mace: “The president and the board of directors” (published in Harvard Business Review 1972)
6.  Eugene Fama and Michael Jensen: “The separation of ownership and control” (published in Journal of Law and Economics 1983)
7.  Shaker Zahra and John A Pearce: “Boards of directors and corporate financial performance: A review and research agenda” (published in Journal of Management 1989)
8.  Andrew Pettigrew: “On studying managerial elites” (published in Strategic Management Journal 1992)
9. Daniel Forbes and Frances Milliken: “Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups” (published in Academy of Management Review 1999)


C. Exploring methods and concepts
10. Morten Huse: “Exploring methods and concepts in studies of boards processes” 
11. Morten Huse: “Relational norms as a supplement to neo-classical understanding of directorates” (published in Journal of Socio-Economics 1993)
12. Morten Huse and Dorthe Eide: “Stakeholder management and the avoidance of corporate control” (published in Business and Society 1996)
13. Morten Huse: “Researching the dynamics of board – stakeholder relations” (Published in Long Range Planning 1998)
14. Morten Huse and Violina Rindova: “Stakeholders’ expectations of board roles: The case of subsidiary boards” (published in Journal of Management and Governance 2001)
15. Morten Huse, Alessandro Minichilli and Margrethe Schøning: “Corporate boards as assets for operating in the new Europe: The value of process-oriented boardroom dynamics” (published in Organizational Dynamics 2005)
16. Morten Huse and Anne Grethe Solberg: “Gender related boardroom dynamics” (published in Women in Management Review 2006) 


D. Exploring relationships: Results from ‘The Value Creating Board’ surveys
17.Morten Huse: “The ‘value creating board’-surveys: A benchmark” 

D1.Board activity and task performance
18.Mattias Nordqvist and Alessandro Minichilli: “What makes boards in small firms active?” 
19. Jeroen van den Heuvel and Anita van Gils: “How actual board task performance influences value creating boards in Dutch SMEs”
20.Yannick Bammens and Wim Voordeckers: “The board’s control tasks in family firms: Theoretical perspectives and exploratory evidence” 

D2.Board working style and structures
21.Alessandro Minichilli, Alessandro Zattoni and Fabio Zona: “Board activity in large Italian companies: A behavioural perspective”
22.Sabina Nielsen: “Women directors, board working style and board task performance” 
23.Luca Gnan and Alessandro Zattoni: “Board task performance in small firms: The role of incentives and board processes”

D3.Trust and power
24.Hans van Ees, Gerwin van der Laan and Theo Postma: “Trust and board task performance”
25.Pingying Zhang Wenstøp: “Consequences of board power”

D4. Boards and corporate innovation
26.Fabio Zona, Alessandro Minichilli and Alessandro Zattoni: “Boards of directors and firm innovation: An empirical analysis on large Italian companies”
27.Jonas Gabrielsson and Diamanto Politis: “Board control and innovation: An empirical study of small technology based firms”


E.  The value creating board: Implications for practice
28.Morten Huse, Jonas Gabrielsson and Alessandro Minichilli: “How boards contribute to value creation”
Notes: Routledge Studies in Corporate Governance