Boards, Governance and Value Creation: The Human Side of Corporate Governance

摘要: Boards, Governance, and Value Creation: The Human Side of Corporate Governance Morten Huse Cambridge University Press, (2007) 392 pages, Softcover, $45.00 Reviewed by Jonas Gabrielsson, CIRCLE, Lund University; Taina Tukiainen, Helsinki Applied Science Industrial Management Prof. presents reintroduces boards governance from a strategic entrepreneurial management perspective. subtitle "The human side governance" refers to the fact that main focus lies on interactions processes between board members other actors inside outside boardroom - something which is often characterized as 'black box' behavior. book consists eleven chapters: 1. Understanding governance; 2. Internal external actors: defining corporate governance, 3. Board task expectations: contributions theory; 4. members; 5. Context resources; 6. Interactions: trust, power strategizing; 7. Structures codes, norms leadership; 8. Decision-making: culture; 9. Actual performance; 10. value creating board; 11. An ABC boards. Chapter 1 makes nice introduction topic how whole structured around holistic systematic framework aims understand role in should be order maximize creation. itself embedded three intellectual traditions. chapter 2 defined being about internal actors, directing company for Definitions are moreover seen struggle ideologies they positions "who what really counts". In there presentation debate has developed shifted definitions focusing various groups shareholders. most important message conceptualizing not identifying principal or company. Rather, it acknowledge company, relations among them may empower special roles tasks. These expectations (myths) actual performance (realities) addressed 3 9 respectively. an impressive review theories governance. Based this typology six tasks with focuses depending if have firm-external control firm-internal service also sorted under different categories emphasize formal (aunt theories), perspectives incentives (barbarian institutional (clan theories) strategies resources (value creation theories). 4 introduced statement only odd number can lead corporation too many. From start takes fresh look members. Most studies examined usually referred 'the usual suspects', directors, ratio CEO duality, percentage shares owned board. Instead, competence, compensation motivations First market discussed alone issue recruited. Thereafter follows exploration demand perspective (firms having need members) followed supply (individuals who able serve members). …