Corporate Governance as Part of the Strategic Process: Rethinking the Role of the Board [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
Learn more about PhilPapers
Journal of Business Ethics 102 (S1):33-42 (2011)
Managers are most likely to turn to the board of directors for guidance during a period of crisis. But can good corporate governance prevent an organization from reaching that critical point in the first place? In light of the recent global financial crisis, this question has become all the more pressing, and so to prevent future crises, we argue that corporate boards of directors need to be keenly aware of the potential social harms that might arise from the value-creating activities of the firm they are tasked with monitoring. Boards of directors must be vigilant in understanding the firm’s value proposition, perceiving the potential harms that managers tend to overlook, and inserting themselves into the strategy-making process. We offer a typology of scenarios involving potential social harm and benefit and analyze when boards of directors must take a more active role in shaping firm strategy despite resistance from management
|Keywords||Corporate governance Strategic control Ethical decision-making Value creation|
|Categories||categorize this paper)|
Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
|Through your library|
References found in this work BETA
Geoff Moore (forthcoming). Humanizing Business: A Modern Virtue Ethics Approach. Business Ethics Quarterly.
Peter J. Wallison (2009). Cause and Effect: Government Policies and the Financial Crisis. Critical Review 21 (2-3):365-376.
David Weitzner & James Darroch (2010). The Limits of Strategic Rationality: Ethics, Enterprise Risk Management, and Governance. [REVIEW] Journal of Business Ethics 92 (3):361 - 372.
Citations of this work BETA
Ge Bai (2013). How Do Board Size and Occupational Background of Directors Influence Social Performance in For-Profit and Non-Profit Organizations? Evidence From California Hospitals. Journal of Business Ethics 118 (1):171-187.
Similar books and articles
Chris Bart (2004). The Governance Role of the Board in Corporate Strategy: An Initial Progress Report. International Journal of Business Governance and Ethics 1 (s 2-3):111-125.
Andrew J. Felo (2001). Ethics Programs, Board Involvement, and Potential Conflicts of Interest in Corporate Governance. Journal of Business Ethics 32 (3):205 - 218.
Chris Bart (2007). Improving the Board's Involvement in Corporate Strategy: Directors Speak Out. International Journal of Business Governance and Ethics 3 (4):382-393.
Najah Attig (2007). Family Pyramidal Holdings and Board of Directors. International Journal of Business Governance and Ethics 3 (4):394-406.
James C. Gaa (2009). Corporate Governance and the Responsibility of the Board of Directors for Strategic Financial Reporting. Journal of Business Ethics 90 (2):179 - 197.
Coral B. Ingley (2008). Company Growth and Board Attitudes to Corporate Social Responsibility. International Journal of Business Governance and Ethics 4 (1):17-39.
E. Eugene Arthur (1987). The Ethics of Corporate Governance. Journal of Business Ethics 6 (1):59 - 70.
Silvia Ayuso & Antonio Argandoña, Responsible Corporate Governance: Towards a Stakeholder Board of Directors?
Mariateresa Torchia, Andrea Calabrò & Morten Huse (2011). Women Directors on Corporate Boards: From Tokenism to Critical Mass. [REVIEW] Journal of Business Ethics 102 (2):299-317.
Mark S. Schwartz, Thomas W. Dunfee & Michael J. Kline (2005). Tone at the Top: An Ethics Code for Directors? [REVIEW] Journal of Business Ethics 58 (1-3):79 - 100.
Paul Dunn & Barbara Sainty (2005). The Changing Composition of Canadian Boards of Directors. Proceedings of the International Association for Business and Society 16:230-233.
Theo H. Veldsman (2012). The Soft Underbelly of Corporate Governance (Part 1): The Hardware of Board Dynamics. African Journal of Business Ethics 6 (1):56.
Theo H. Veldsman (2012). The Soft Underbelly of Corporate Governance (Part 2): The Software of Board Dynamics. African Journal of Business Ethics 6 (1):65.
Deborah E. Arfken, Stephanie L. Bellar & Marilyn M. Helms (2004). The Ultimate Glass Ceiling Revisited: The Presence of Women on Corporate Boards. Journal of Business Ethics 50 (2):177-186.
Rick Molz (1995). The Theory of Pluralism in Corporate Governance: A Conceputal Framework and Empirical Test. [REVIEW] Journal of Business Ethics 14 (10):789 - 804.
Added to index2012-01-10
Total downloads8 ( #179,168 of 1,102,035 )
Recent downloads (6 months)3 ( #128,871 of 1,102,035 )
How can I increase my downloads?