The value creating board

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”