Boards of directors: Utilizing empirical evidence in developing practical prescriptions

British Journal of Management

Volumn 16, Issue SPEC. ISS., 2005, Pages

  Dalton, Catherine M ^a   Dalton, Dan R ^a  

^a INDIANA UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 15244363750     PISSN: 10453172     EISSN: None     Source Type: Journal    
DOI: 10.1111/j.1467-8551.2005.00450.x     Document Type: Article

References (5)

1. Dalton, D. R., C. M. Daily, A. E. Ellstrand and J. L. Johnson (1998). 'Meta-Analytic Reviews of Board Composition, Leadership Structure, and Financial Performance', Strategic Management Journal, 19, pp. 269-290.
2. Dalton, D. R., C. M. Daily, J. L. Johnson and A. E. Ellstrand (1999). 'Number of Directors on the Board and Financial Performance: A Meta-Analysis', Academy of Management Journal, 42, pp. 674-686.
3. Dalton, D. R., C. M. Daily, S. T. Certo and R. Roengpitya (2003). 'Meta-Analyses of Financial Performance and Equity: Fusion or Confusion?', Academy of Management Journal, 46, pp. 13-26.
4. Higgs, D. (2003). Review of the Role and Effectiveness of Non-Executive Directors. Department of Trade and Industry/HMSO, London.
5. Roberts, J., T. McNulty and P. Stiles (2005). 'Beyond Agency Conceptions of the Work of the Non-Executive Director: Creating Accountability in the Boardroom', British Journal of Management, 16, Special Issue, S5-S26.