- List of Figures
- List of Tables
- Regulation and Comparative Corporate Governance
- The History of Corporate Governance
- Capital Markets and Financial Politics: Preferences and Institutions
- An International Corporate Governance Index
- Boards and Governance: 25 Years of Qualitative Research with Directors of FTSE Companies
- Process Matters: Understanding Board Behavior and Effectiveness
- Board Committees
- The Governance of Director Networks
- Executive Compensation and Corporate Governance: What Do We “Know” and Where Are We Going?
- Corporate Governance: Ownership Interests, Incentives, and Conflicts
- Financial Leverage and Corporate Governance
- Financial Reporting, Disclosure, and Corporate Governance
- Auditing and Corporate Governance
- The Market for Corporate Control
- The Life Cycle of Corporate Governance
- Corporate Governance in High-Tech Firms
- Family Business and Corporate Governance
- Corporate Governance in IPOs
- Corporate Governance, Multinational Firms, and Internationalization
- Corporate Governance in Business Groups
- Governance in Financial Distress and Bankruptcy
- Venture Capital and Corporate Governance
- Private Equity, Leveraged Buyouts, and Corporate Governance
- Hedge Fund Activism and Corporate Governance
- The Financial Role of Sovereign Wealth Funds
- Corporate Governance and Nonprofits: Facing up to Hybridization and Homogenization
- Corporate Governance and Labor
- Corporate Governance and Principal–Principal Conflicts
- Multiple Agency Theory: An Emerging Perspective on Corporate Governance
- An Age of Corporate Governance Failure?: Financialization and its Limits
- Corporate Governance and Corporate Social Responsibility
Abstract and Keywords
This chapter presents some perceptions from the development of board processes in large companies over the last 25 years. It studies a series of three ESRC-funded studies about the people side of corporate governance and highlights some relevant changes in the roles and relationships that affect how companies have been, and are presently, run. The chapter also emphasizes some problems identified during these studies and which support corporate directing.
Annie Pye (PhD) is Professor of Leadership Studies and Director of Research at the University of Exeter's Centre for Leadership Studies. Her enduring research interest is in 'making sense' of how small groups of people 'run' complex organizations, integrating concepts of leadership, governance, strategy, and board/director process research, from a sensemaking perspective. Funded by a series of three ESRC grants, she has researched Chief Executives, Chairmen, and board members in large FTSE companies such as Prudential, Marks & Spencer, and Lloyds Banking Group, over a twenty five year period. Current research includes: an ESF-funded study of senior leadership roles in bringing about change to achieve low carbon procurement; and continuing long-term research with Dr Louise Knight (University of Aston) into network leadership and learning. Annie publishes in a range of journals including Organization Science, Journal of Management Studies, Human Relations, British Journal of Management, Management Learning and Corporate Governance: An International Review.
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