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Three conceptual models of board role performance

C.H. Ong (part‐time Lecturer, Department of Management and Organization, School of Business, National University of Singapore, Singapore.)
David Wan (Assistant Professor, Department of Management and Organization, School of Business, National University of Singapore, Singapore.)

Corporate Governance

ISSN: 1472-0701

Article publication date: 13 June 2008

Abstract

Purpose

Past literature on board research has centred on board structure and firm performance. Since empirical studies do not reveal a conclusive relationship between the two, attention has shifted towards board role performance. This paper aims to investigate this issue.

Design/methodology/approach

The paper examines three conceptual models for the studying of board role performance: structure, process, and mediation.

Findings

Current literature provides little consensus as to the specific configuration for effective board role performance.

Originality/value

First, the study examines various aspects of board role performance. This is in contrast with previous research which largely investigates board role performance in general or under the dominant agency perspective which emphasises the board's monitoring role. Second, unlike traditional governance models, the role of board process is explicitly advocated here. Third, the three conceptual models regarding the relationship among board structure, process and performance give an alternative avenue for researchers to explain inconsistencies in past board research. They complement the growing interest in opening up the “black‐box” of decision making that has been manifested in studies involving top management teams.

Keywords

Citation

Ong, C.H. and Wan, D. (2008), "Three conceptual models of board role performance", Corporate Governance, Vol. 8 No. 3, pp. 317-329. https://doi.org/10.1108/14720700810879196

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited