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Director input to corporate strategy: Getting the board on board

Strategic Direction

ISSN: 0258-0543

Article publication date: 23 May 2008




Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.


This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.


High profile scandals and the ensuing focus on corporate governance have increased the clamor for board involvement in strategic decision‐making. Such a move makes sound business sense too. Different studies have shown that getting directors involved in strategy can enhance a company's financial performance and boost stock value. Despite this, directors at many organizations still struggle to make any real impact on strategic issues. What makes a board effective? Having the right structure for starters. But what exactly is the right structure? Is a board more effective if its members are mainly insiders or are non‐executive directors a better bet?

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.


The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.



(2008), "Director input to corporate strategy: Getting the board on board", Strategic Direction, Vol. 24 No. 7, pp. 22-26.



Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

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