Shared thinking and interaction in the family business boardroom
Abstract
This paper reports the findings of in‐depth case study research carried out with the board of a UK family business. The research was designed to explore interaction amongst directors seeking to achieve agreement on a key strategic issue in one of their quarterly board meetings. In particular there is a focus on the extent to which there is parity between individual directors’ own opinions and views about this strategic issue, contributions they made in the boardroom and the collective agreement reached.
Keywords
Citation
Johnson, P. (2004), "Shared thinking and interaction in the family business boardroom", Corporate Governance, Vol. 4 No. 1, pp. 39-51. https://doi.org/10.1108/14720700410521952
Publisher
:Emerald Group Publishing Limited
Copyright © 2004, Emerald Group Publishing Limited