Dutch Boards and Governance: A Comparative Institutional Analysis of Board Roles and Member (S)election Procedures

Hans van Ees and Theo J.B.M. Postma

International Studies of Management & Organization, 2004, vol. 34, issue 2, 90-112

Abstract: In this article, the pattern of institutional change affecting board roles and board member selection in the Netherlands is discussed. A set of propositions is developed concerning the relationships between three stakeholder groups related to capital, labor, and management. From the analysis of these propositions, we conclude that Dutch corporate management is the key stakeholder holding, largely, the control rights of their firms. Consistent with this position is a corporate governance structure that articulates the service role of the board of directors. However, recent higher-order institutional changes in the Netherlands may call for a more distant and detached board. From this perspective, the current situation in the Netherlands reflects a mismatch between corporate governance institutions.

Date: 2004
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DOI: 10.1080/00208825.2004.11043702

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