Boards of Steel: The Role and Contribution of the Non-executive Director (NED)

Nada Kakabadse, Oleg Yu Tsvetkov, Vlad Udaltsov and Andrew Kakabadse
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Nada Kakabadse: Northampton University
Oleg Yu Tsvetkov: JSC Severstal
Vlad Udaltsov: OAO Severstal
Andrew Kakabadse: Cranfield University

Chapter 7 in Global Boards, 2009, pp 170-196 from Palgrave Macmillan

Abstract: Abstract Corporate governance is considered to be a pivotal subject in terms of organizational effectiveness and sustainability. In fact, the debate over the nature of the improvement of governance systems continues. The traditional focus on the separation of control from ownership is seen as key to determining the company’s strategic development — in effect to steward how power is exercised (Berle and Means, 1932). From there on in, it took nearly 40 years of scholarly study (Mace, 1971) to ascertain ‘what Directors really do?’ With certain basics in place, the focus now is on relationships and interactions amongst the different actors of the firm, board of directors, senior managers, shareholders and other corporate stakeholders (Tricker, 1996; Cochran and Wartrick, 1988; Mace, 1971).

Keywords: Corporate Governance; Family Firm; Chief Executive Officer; Audit Committee; Board Independence (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-25051-2_8

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DOI: 10.1057/9780230250512_8

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