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This study aims to understand the relationship between behavioral integration in the boardroom and board performance.

The authors performed a series of multiple hierarchical regression analyses to explore research questions. Primary data were collected via questionnaires from 184 Nordic members to identify perceptions of behavioral integration and board performance in their boardroom.

The authors found that different dimensions of behavioral integration have a different effect on board performance. The collaborative behavior of the board did not predict any dimension of board performance, whereas information exchange predicted one dimension of board performance, that of providing strategic leadership. The paramount role of joint decision-making is underlined in this study as this positively predicted all of the dimensions of board performance (strategic leadership, networking and readiness of the board).

Future research should investigate behavioral integration among board members using a longitudinal design and expand the sample cross-culturally.

For forming high-performing teams, emphasis should be given on the joint decision-making. Understanding the joint problems, transparency in actions and discussion about the problem under consideration are of paramount importance for the effectiveness of the team.

Team’s conversational environment has crucial impact on team outcomes.

This is one of the rare studies that examine perceptions of executives about the level of behavioral integration in their board.

This paper aims to understand the relationship between the trust of executives in their board, board effectiveness (board performance and strategic decision quality) and organizational performance (financial and operational performance).

Data were collected from 184 board members in the Nordic region, using cross-sectional research design. Confirmatory factor analysis was used to test the validity of the used scales, whereas correlational analysis and mediation analysis via PROCESS macro in SPSS were used for testing of the hypotheses.

Trust between board members is positively correlated with both dimensions of board effectiveness and both tested dimensions of organizational performance. Besides, trust between the board members positively affects both financial and operational performance (significant total effects in mediation analysis). However, trust had a direct effect only on financial performance, whereas it shows an indirect effect on operational performance through both mediators, board performance and strategic decision quality.

Future research should investigate trust into the board using a longitudinal design, and expand the sample cross-culturally, and control for the influence of other interpersonal variables in board members.

The development of trust in work relationships serves as the foundation for the establishment of significant team and organizational benefits. Business leaders should take into consideration trust issues in business teams and cultivate a trust culture in their organizations.

The findings advance theoretical, social and empirical understanding of trust of executives in their board and its effect on board performance, strategic decision quality and perceived performance. The development of trust in work relationships enhances team performance, networks with strategic partners, community and government, and serves as the foundation for the establishment of trust in the society.

This is one of the scarce studies that examines direct and indirect effects of trust in board and organizational outcomes.

To investigate and portray the nature and use of formal strategic planning in the Greek ocean shipping industry.

Studies carried out in well‐developed industrialised countries, predominantly in the manufacturing sector, have contributed significantly to a better understanding and development of the strategic planning field. Nevertheless, there is lack of research based on countries and sectors/industries that are less conventional in nature. The study attempts to shed some light on how shipping management companies (SMC) carried out strategic planning, through a cross‐sectional study based on a random sample of 34 Greek shipping organisations.

The main findings of the study concern the main planning dimensions: planning completeness, formality, internal and external orientation, CEO's involvement, planning horizons and revision frequencies.

The study provides a benchmark for the measurement of the development of strategic planning in an important service sector in Greece. In addition, it highlights the extent to which indigenous companies operating in a highly uncertain business environment adopt formal, structured and sophisticated planning approaches.

It has been suggested that, if Greek shipping management companies are to obtain the full benefits of planning, systems should be developed which can accommodate advanced financial and scenario planning as well as other strategic tools and techniques. In addition the comprehensive education of the middle level management may contribute significantly to the deeper and timely understanding of the increasingly unpredictable external contingencies.

The paper contributes to the existing voluminous literature on planning diffusion by discussing the adoption of planning practices in organisations that operate in a highly uncertain international environment.