Board characteristics and involvement in strategic decision making: The Nigerian perspective

Management Research News

Volumn 32, Issue 2, 2009, Pages 169-184

  Ogbechie, Chris ^a   Koufopoulos, Dimitrios N ^b   Argyropoulou, Maria ^b  

^a PAN ATLANTIC UNIVERSITY   (Nigeria)

^b BRUNEL UNIVERSITY   (United Kingdom)

Author keywords

Boards of directors; Chief executives; Corporate governance; Decision making; Nigeria; Strategic management

Indexed keywords

EID: 70349329689     PISSN: 01409174     EISSN: None     Source Type: Journal    
DOI: 10.1108/01409170910927622     Document Type: Article

References (57)

1. Abdullahi, N.A. (1993), The operations and development of the Nigerian stock market: an empirical study of the perceptions and understanding of private investors and stockbrokers, doctoral thesis, University of Exeter, Exeter.
2. Ahunwan, B. (2002), Corporate governance in Nigeria, Journal of Business Ethics, Vol. 37, pp. 269-87.
3. Amason, A.C. and Sapienza, H.J. (1997), The effects of top management team size and interaction norms on cognitive and affective conflict, Journal of Management, Vol. 23, No.4, pp. 495-516.
4. Anderson, C.A. and Anthony, R.N. (1986), The New Corporate Directors, John Wiley, New York, NY.
5. Armstrong, P. (2003), Pan-African Consultative Forum on Corporate Governance, Johannesburg, Status Report on Corporate Governance Reform in Africa.
6. Baglia, B.R., Moyer, C.R. and Rao, R.S. (1996), CEO duality and firm performance: what's the fuss?, Strategic Management Journal, Vol. 17, No.1, pp. 41-53.
7. Baysinger, B.D. and Butler, H.N. (1985), Corporate governance and the board of directors: Performance effects of changes in board composition, Journal of Law, Economics, and Organization, Vol. 1, pp. 101-24.
8. Bhagat, S. and Black, B. (1998), Independence and long-term performance, WP No. 143, Center for Law and Economics Studies, Columbia Law School, New York, NY.
9. Central Bank of Nigeria (CBN) (2006), Code of Corporate Governance for Banks in Nigeria Post Consolidation.
10. Country of Malawi (2001), Corporate Governance Task Force.
11. Dalton, D.R. and Kesner, I.F. (1987), Composition and CEO duality in boards of directors: an international perspective, Journal of International Business Studies, Vol. 18, No.3, pp. 33-42.
12. Davidson, W.N., Nemec, C. and Worell, D. (1996), The influence of the board of directors and financial performance on the incidence of executive plurality, Corporate Governance, Vol. 4, No.1, pp. 11-20.
13. Denis, D.J. and Sarin, A. (1999), Ownership and board structures in publicly traded corporations, Journal of Financial Economics, Vol. 52, pp. 187-223.
14. Dobrzynski, J.H. (1991), Chairman and CEO: one hat too many, 18 November, Business Week, p. 124.
15. Fama. E.F., Jensen, M.C. (1983), Separation of ownership and control, Journal of Law and Economics, Vol. 26, pp. 301-25.
16. Finkelstein, S. and Hambrick, D. (1996), Strategic Leadership: Top Executives and Their Effects on Organisations, West Publishing, St Paul, MN and New York.
17. Forbes, D.P. and Milliken, F. (1999), Cognition and corporate governance: understanding board of directors as strategic decision making group, Academy of Management Review, Vol. 3, pp. 489-505.
18. Garratt, B. (1996), The Fish Rots from the Head: The Crisis in Our Boardrooms: Developing the Crucial Skills of the Competent Directors., Harper Collins Business, London.
19. Goodstein, J., Gautam, K. and Boeker, W. (1994), The effects of board size and diversity on strategic change, Strategic Management Journal, Vol. 15, pp. 241-250.
20. Goergen, M. and Renneboog, L. (2000), Insider control by large investor groups and managerial disciplining in listed belgian companies, Managerial Finance, Vol. 26, pp. 22-41.
21. Golden, B.R. and Zajac, E.J. (2001), When will boards influence strategy? Inclination × power = strategic change, Strategic Management Journal, Vol. 22, pp. 1087-111.
22. Harrison, J.R., David, L.T. and Kukalis, S. (1988), The changing of guard: turnover and structural change in top-management positions, Administrative Science Quarterly, Vol. 33, pp. 211-32.
23. Helmer, H.W. (1996), A director's role in strategy, Directors and Boards, Vol. 20, pp. 22-5.
24. IFC, Carl Bro Intelligent Solutions and AMSCO (2000), Manual on Corporate Governance in Ghana
25. Ingley, C.B. and Van der Walt, N.T. (2001), The strategic board: the changing role of directors in developing and maintaining corporate capability, Corporate Governance, Vol. 9, pp. 174-80.
26. Institute of Directors in Southern Africa (1994/2002), King Report
27. Jensen, M.C. (1993), The modern industrial revolution: exit and failure of internal control systems, Journal of Finance, Vol. 48, No.3, pp. 831-80.
28. Judge, W.Q. and Zeithaml, C.P. (1992), Institutional and strategic choice perspectives on board involvement in the strategic decision process, Academy of Management Journal, Vol. 35, No.4, pp. 766-94.
29. Kesner, I.F. and Johnson, R.B. (1990), An investigation of the relationship between board composition and stockholder suits, Strategic Management Journal, Vol. 11, pp. 327-36.
30. Lorsch, J.W. and Maclver, E. (1989), Pawns or Potentates: The Reality of America's Corporate Boards, Harvard University Graduate School of Business Administration, Boston, MA.
31. Mallin, C. and Jelic, R. (2000), Developments in corporate governance in central and eastern Europe, Corporate Governance, Vol. 8, No.1, pp. 43-51.
32. Mueller, G.C. and Baker, V.L. III (1997), Upper echelons and board characteristics of turnaround and no turnaround declining firms, Journal of Business Research, Vol. 39, pp. 119-34.
33. Nigerian Security and Exchange Commission (SEC) (2003), Nigerian Code for Corporate Governance.
34. OECD Publications (2004), OECD Principles of Corporate Governance, OECD Publication Services, Paris.
35. Okike, E.N.M. (1994), Curious Auditing regulations in Nigeria: a case study of cultural/political influences on auditing practices, The International Journal of Accounting, Vol. 29, pp. 78-91.
36. Okike, E.N.M. (2000), The state of corporate governance in Nigeria, paper presented at the Annual Conference of the Commonwealth Association for Corporate Governance (CACG).
37. Okike, E.N.M. (2002), Influences on the corporate governance framework and reporting on listed companies in a developping economy: a Nigerian case study.
38. Okike, E.N.M. (2007), Corporate governance in Nigeria: the status quo, Corporate Governance, Vol. 15, No.2, pp. 173-93.
39. Pablo, de Andres, A., Valentine, A.P., Felix, L. (2005), Corporate boards in OECD Countries: Size, Composition, Functioning and Effectiveness, Corporate Governance, Vol. 13, No.2, pp. 197-210.
40. Pearce, J.A. II and Zahra, S.A. (1992), Board composition from a strategic contingency perspective, Journal of Management Studies, Vol. 29, No.4, pp. 411-38.
41. Pennings, J.M. (1980), Interlocking Directorates, Jossey-Bass, San Franscisco.
42. Pfeffer, J. and Salancik, G.R. (1977), The External Control of Organizations, Harper and Row, New York.
43. Ravasi, D. and Zattoni, A. (2006), Exploring the political side of board involvement in Strategy: a study of mixed-ownership institutions, Journal of Management Studies, Vol. 43, No.8, pp. 1671-702.
44. Republic of Mauritius (2003), Report on Corporate Governance for Mauritius.
45. Rossouw, G.J. (2005), Business ethics and corporate governance in Africa, Business and Society, Vol. 44, No.1, pp. 94-106.
46. Ruigrok, W., Peck, S.I. and Keller, H. (2006), Board characteristics and involvement in strategic decision-making: evidence from swiss companies, Journal of Management Studies, Vol. 43, No.5, pp. 1201-26.
47. Wallace, R.S.O. (1987), Disclosure of accounting information in developing countries; a case study of Nigeria, doctoral thesis, University of Exeter, Exeter.
48. Westphal, J.D. and Fredrickson, J.W. (2001), Who directs strategic change? director experience, the selection of new CEOs, and change in corporate strategy, Strategic Management Journal, Vol. 22, pp. 1113-61.
49. William, H.D. (2003), Corporate governance: what has happened and where we need to go, The Journal of the National Association for Business Economics, Vol. 38, No.3.
50. Yakasai, A.G.A. (2001), Corporate governance in a third world country with particular reference to Nigeria, Corporate Governance, Vol. 9, No.3, pp. 238-53.
51. Yerokun, O. (1992), The changing investment climate trough law and policy in Nigeria", in, Okonkwo, C.O. (Ed.), Contemporary Issues in Nigerian Law, p. 219, Taiwo Fakoyede, Lagos.
52. Zalik, A. (2004), The Niger delta: 'petro violence' and partnership development', Review of African Political Economy, Vol. 31, No.101, pp. 401-24.
53. Cadbury Report (1992), Report of the Committee on the Financial Aspect of Corporate Governance, London.
54. Combined Code (2003), Financial Reporting Council, The Combined Code of Corporate Governance, London.
55. Finkelstein, S. and Donald, H.C. (1989), Chief executive compensation: a study of the intersection of markets and political processes, Strategic Management Journal, Vol. 10, pp. 121-34.
56. Herman, E.S. (1981), Corporate Control, Corporate Power, Cambridge University Press, Cambridge.
57. Mace, M.L. (1971), Directors, Myth and Reality, Harvard Business School Press, Boston.