Skip to main content
SpringerLink
Log in

Morten Huse: Boards, Governance and Value Creation: The Human Side of Corporate Governance

Cambridge University Press, Cambridge, 2007

  • Reviews and Overviews
  • Published:
Journal of Management & Governance Aims and scope Submit manuscript

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

References

  • Daily, C. M., Dalton, D. R., & Cannella, A. A. (2003). Corporate governance: Decades of dialogue and data. Academy of Management Review, 28(3), 371–382.

    Article  Google Scholar 

  • Fama, E., Jensen, M. (1983). Separation of ownership and control. Journal of Law and Economics, 26, 301–325.

    Article  Google Scholar 

  • Filatotchev, I., & Wright, M. (Eds.). (2005). The life cycle of corporate governance. London: Edward Elgar.

  • Finkelstein, S., & Mooney, A. C. (2003). Not the usual suspects: How to use the board process to make boards better. Academy of Management Executive, 17(2), 101–113.

    Google Scholar 

  • Forbes, D. P., & Milliken, F. J. (1999). Cognition and Corporate Governance: Understanding Boards of Directors as Strategic Decision-Making Groups. Academy of Management Review, 24, 489–505.

    Article  Google Scholar 

  • Gabrielsson, J., & Huse, M. (2004). Context, behavior, and evolution. Challenges in research on boards and governance. International Studies of Management and Organization, 34 (2), 11–36.

    Google Scholar 

  • Johnson, J.L., Daily, C. M., & Ellstrand, A. E. (1996). Boards of directors: A review and research agenda. Journal of Management, 22(3), 409–438.

    Article  Google Scholar 

  • Lorsch, J.W. (1995). Empowering the board. Harvard Business Review, Jan–Feb: 107–117.

  • Mace, M.L. (1971). Directors: myth and reality. Boston: Harvard University.

    Google Scholar 

  • Pye, A. (2004). The importance of context and time for understanding board behavior. International studies of management & organization, 34(2), 63–89.

    Google Scholar 

  • Ravasi, D., & Zattoni, A. (2006) Exploring the political side of board involvement in strategy: A study of mixed-ownership institutions. Journal of Management Studies, 43(8), 1673–1704.

    Article  Google Scholar 

  • van den Heuvel, J., Van Gils, A., & Voordeckers, W. (2006). Board roles in small and medium-sized family businesses: Performance and importance. Corporate Governance: An International Review, 14(5), 467–485.

    Article  Google Scholar 

  • Zahra, S.A., & Pearce, J.A. (1989) Boards of directors and corporate financial performance: A review and integrative model. Journal of Management, 15(2), 291–334.

    Article  Google Scholar 

  • Zingales, L. (1998). Corporate governance. In: P. Newman (Eds.), The new palgrave dictionary of economics and the law. New York: Macmillan.

    Google Scholar 

  • Zona, F., & Zattoni, A. (2007). Beyond the black box of demography: Board processes and task effectiveness within Italian firms. Corporate Governance: An International Review, 15(5), 852–864.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. SDA Bocconi School of Management, Parthenope University of Naples, Naples, Italy

    Alessandro Zattoni

Authors
  1. Alessandro Zattoni
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Alessandro Zattoni.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Zattoni, A. Morten Huse: Boards, Governance and Value Creation: The Human Side of Corporate Governance. J Manage Governance 11, 439–444 (2007). https://doi.org/10.1007/s10997-007-9037-2

Download citation

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10997-007-9037-2

Keywords

Search

Navigation