Please use this identifier to cite or link to this item: https://doi.org/10.1108/14720700810879196
Title: Three conceptual models of board role performance
Authors: Ong, C.H. 
Wan, D. 
Keywords: Board of Directors
Management roles
Performance management
Issue Date: 2008
Source: Ong, C.H.,Wan, D. (2008). Three conceptual models of board role performance. Corporate Governance 8 (3) : 317-329. ScholarBank@NUS Repository. https://doi.org/10.1108/14720700810879196
Abstract: Purpose - Past literature on board research has centred on board structure and firm performance. Since empirical studies do not reveal a conclusive relationship between the two, attention has shifted towards board role performance. This paper aims to investigate this issue. Design/methodology/ approach - The paper examines three conceptual models for the studying of board role performance: structure, process, and mediation. Findings - Current literature provides little consensus as to the specific configuration for effective board role performance. Originality/value - First, the study examines various aspects of board role performance. This is in contrast with previous research which largely investigates board role performance in general or under the dominant agency perspective which emphasises the board's monitoring role. Second, unlike traditional governance models, the role of board process is explicitly advocated here. Third, the three conceptual models regarding the relationship among board structure, process and performance give an alternative avenue for researchers to explain inconsistencies in past board research. They complement the growing interest in opening up the "black-box" of decision making that has been manifested in studies involving top management teams. © Emerald Group Publishing Limited.
Source Title: Corporate Governance
URI: http://scholarbank.nus.edu.sg/handle/10635/44706
ISSN: 14720701
DOI: 10.1108/14720700810879196
Appears in Collections:Staff Publications

Show full item record
Files in This Item:
There are no files associated with this item.

SCOPUSTM   
Citations

20
checked on Dec 13, 2017

Page view(s)

85
checked on Dec 9, 2017

Google ScholarTM

Check

Altmetric


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.