The Role of the Non‐executive Director: findings of an empirical investigation into the differences between listed and unlisted UK boards

Tracy Long, Victor Dulewicz and Keith Gay

Corporate Governance: An International Review, 2005, vol. 13, issue 5, 667-679

Abstract: This study, based on a comparison of the Combined Code Guidelines for non‐executive directors between listed and unlisted boards, suggests that on unlisted boards non‐executive directors have a greater degree of involvement in strategic development, financial monitoring, shareholder communication and overall board contribution than on listed boards, but a lesser degree of involvement in the monitoring of management, the setting of executive remuneration, the appointment and removal of executives, and succession planning. The importance of risk analysis and induction is considered high across both sectors, although board development and independence is considered less important on unlisted boards.

Date: 2005
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