The Strategic Role of the Board

Philip Stiles and Bernard Taylor

Corporate Governance: An International Review, 1996, vol. 4, issue 1, 3-10

Abstract: This article reports the results of a survey of 101 UK company boards designed to obtain information on the extent of their strategic involvement, the style of strategy making, the planning process and the methods used to monitor and control the implementation of strategy. There is much prescriptive work on the need for boards to be involved in the strategy making process, but little empirical evidence has been gathered about current practices. This article makes a contribution to this debate. With Pettigrew (1993) we aim to avoid placing this research within any one research tradition, but attempt to provide descriptive results which increase our understanding of the board's role in strategy based on initial findings from an on‐going study.

Date: 1996
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