Subsidiary company boards reconsidered

Ada Demb and F. -Friedrich Neubauer

European Management Journal, 1990, vol. 8, issue 4, 480-487

Abstract: The boards of subsidiary companies are an underexploited resource for global companies. While many executives feel that these boards should exist only on paper, the authors demonstrate that the boards of subsidiary companies offer real opportunities for adding value. A range of roles are described for four types of boards: nominal, paper, devolved and partnership. Many pressures will take boards toward the more robust roles. Companies should establish mandates and structure the membership of the boards of these subsidiary companies consistent with their potential contribution to the bottom line.

Date: 1990
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.sciencedirect.com/science/article/pii/026323739090109J
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eee:eurman:v:8:y:1990:i:4:p:480-487

Ordering information: This journal article can be ordered from
http://www.elsevier.com/wps/find/journaldescription.cws_home/115/bibliographic
http://www.elsevier. ... me/115/bibliographic

Access Statistics for this article

European Management Journal is currently edited by Michael Haenlein

More articles in European Management Journal from Elsevier
Bibliographic data for series maintained by Catherine Liu ().