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The role of the board of directors: Perceptions of managerial elites

Published online by Cambridge University Press:  02 February 2015

Gavin Nicholson  and
Cameron Newton
Gavin Nicholson
Affiliation:
School of Accountancy, Queensland University of Technology, Brisbane QLD, Australia
Cameron Newton
Affiliation:
Australian Centre for Philanthropy and Non-profit Studies, Queensland University of Technology, Brisbane QLD, Australia
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Abstract

We highlight how directors and senior managers perceive the roles of a board to involve overseeing risk and compliance, strategy, governance, developing the CEO and senior management and managing stakeholders. We find that managers and directors perceive board effectiveness as linked to different combinations of these roles and that there appear to be differences in perceptions between different types of firms. We conclude that clarity around the board's role set is critical to furthering the corporate governance research agenda, and that the relationship between board roles and perceived board effectiveness differs between managers and directors.

Keywords

boardsdirectorscorporate governanceboard rolesscale developmentconfirmatory factor analysiscorporate elite
Type
Research Article
Information
Journal of Management & Organization , Volume 16 , Issue 2 , May 2010 , pp. 204 - 218
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2010

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