Johnson, P. (2004) Shared thinking and interaction in the family boardroom. Corporate Governance, 4 (1). pp. 39-51. ISSN 1472-0701Full text not available in this repository. (Request a copy from the Strathclyde author)
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.
|Keywords:||boards of directors, family firms, Management. Industrial Management, Business, Management and Accounting (miscellaneous)|
|Subjects:||Social Sciences > Industries. Land use. Labor > Management. Industrial Management|
|Department:||Strathclyde Business School > Strategy and Organisation|
|Depositing user:||Strathprints Administrator|
|Date Deposited:||23 Mar 2010 14:10|
|Last modified:||13 May 2016 03:05|