Examines the role of non‐executive directors. Argues that there is universal agreement on the need for outsiders to be involved in company direction and that shareholders are not able to provide the necessary checks and balances to supervise board activities. Examines research on the system of non‐executive directors. Argues that there is a need to develop procedures to select non‐executives that are rigorous and add value. Concludes that non‐executive directors will have increasing influence on company direction.
Clarke, T. (1998), "The contribution of non‐executive directors to the effectiveness of corporate governance", Career Development International, Vol. 3 No. 3, pp. 118-124. https://doi.org/10.1108/13620439810211117Download as .RIS
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