The main concepts covered in this chapter are:

• criticality and independence;

• creativity;

• cohesiveness;

• openness and generosity;

• preparation and involvement;

• use of knowledge and skills;

• cognitive conflicts;

• groupthink and diversity;

• vicious and virtual dynamics; and

• process-oriented boardroom culture.

In this chapter I present the board decision-making culture. The decision-making culture is what characterises the board as a team or a work group. In the framework of this book the decision-making culture is presented as a mediator between the board members and board task performance. The interactions and structures are mediating the relationship between the board members and the decision-making culture. In the framework figure at the start of this chapter I have included two additional arrows – one arrow from the board members and one arrow from structures to the other new arrow. These arrows illustrate not only that the individual board members may have a direct impact on the decision-making culture but also that both interactions and structures influence or moderate this relationship.

A shortcoming in many of the codes is that they do not see the human side of corporate governance, and thus a board is rarely seen as a team. The boardroom culture is rarely discussed. Boards are closed institutions, and few other than the board members themselves have witnessed boards in action. Richard Leblanc and James Gillies argue that, if the study of governance is to continue, there should be more focus and research on boards in action.