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 (http://dx.doi.org/10.1108/14720700410521952)

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.

• Share and Export
  

  ReferAtomJSONOpenURL ContextObject in SpanMPEG-21 DIDLRDF+XMLRDF+N-TriplesRefWorksHTML CitationEndNoteMultiline CSVRIS (EndNote Online, Zotero, Ref manager, etc)Data Cite XMLDublin CoreEP3 XMLASCII CitationRDF+N3METSSimple MetadataRIOXX2 XMLBibTeXOpenURL ContextObjectMODS
• Item metadata

  Item type:	Article
  ID code:	9479
  Dates:	Date Event 2004 Published
  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:	11 Nov 2024 08:56
  Related URLs:	Publisher
  URI:	https://strathprints.strath.ac.uk/id/eprint/9479