Book contents
Seven - Conflict at the Board Level
Published online by Cambridge University Press: 05 February 2015
Summary
INTRODUCTION
The next two chapters focus on the implications of the stakeholder concept for some selected issues in organization structure and design. In particular I point out how a stakeholder approach can be used when coordinating the work of the board of directors. There has been much recent debate on this issue, but it has occurred in the absence of the literature on strategy and structure, and such debate has centered around a number of proposals for “structural reform” of the board and its processes. I will not directly address all of the sticky issues surrounding “corporate governance.” Such issues include: whether the board should bear a fiduciary relationship to its stakeholders, what is the proper role of government in regulating board behavior and many others. I will focus on board behavior and see how the concepts and processes developed in the previous chapters can lead to more effective board behavior.
I believe that a stakeholder approach to understanding effective board behavior can go far in sorting out conflicts which arise at the board level. The ideas which are explained in this chapter should be taken as the results of a preliminary investigation into these topics, and supplementary to rather than contradictory to the volume of research on corporate governance.
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- Strategic ManagementA Stakeholder Approach, pp. 195 - 213Publisher: Cambridge University PressPrint publication year: 2010