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Shared thinking and interaction in the family boardroom

Johnson, P. (2004) Shared thinking and interaction in the family boardroom. Corporate Governance, 4 (1). pp. 39-51. ISSN 1472-0701

Full text not available in this repository. (Request a copy from the Strathclyde author)

Abstract

This paper reports the findings of in-depth case study research carried out with the board of a UK family business. The research was designed to explore interaction amongst directors seeking to achieve agreement on a key strategic issue in one of their quarterly board meetings. In particular there is a focus on the extent to which there is parity between individual directors' own opinions and views about this strategic issue, contributions they made in the boardroom and the collective agreement reached.