Real Time Strategy: The Board's Role: Driver's Seat or Rubber Stamp?

Abstract

One of the more contentious areas of corporate governance today is how active a company's board of directors should be in the development and execution of corporate strategy. While the spotlight is on public companies, private ones (and even not‐for‐profits) would do well to pay attention. Even though private companies and many non‐profits operate without the glare of public scrutiny, the core governance issues they must grapple with are essentially the same as their public brethren.

Citation

Oliver, R.W. (2000), "Real Time Strategy: The Board's Role: Driver's Seat or Rubber Stamp?", Journal of Business Strategy, Vol. 21 No. 4, pp. 7-9. https://doi.org/10.1108/eb040096