Evaluating corporate board cultures and decision making

Corporate Governance: The international journal of business in society

Volumn 2, Issue 2, 2002, Pages 27-45

  Cutting, Bruce ^a   Kouzmin, Alexander ^b  

^a Management Consultant   (Australia)

^b CRANFIELD UNIVERSITY   (United Kingdom)

Author keywords

Corporate culture; Decision making; Directors; Effectiveness

Indexed keywords

EID: 84986163148     PISSN: 14720701     EISSN: None     Source Type: Journal    
DOI: 10.1108/14720700210430324     Document Type: Article

References (24)

1. Berle, A.A. and Means, G.C. (1991), The Modern Corporation and Private Property, Transaction Publishers, New Brunswick, NJ (originally published 1933).
2. Blair, M.M. (1995), Ownership and Control: Rethinking Corporate Governance for the Twenty-first Century, Brookings Institute, Washington, DC.
3. Burns, T. (1974), “On the rationale of the corporate system”, in Marris, R. (Ed.), The Corporate Society, Macmillan Press, London, pp. 121-77.
4. Charkham, J.P. (1994), Keeping Good Company: A Study of Corporate Governance in Five Countries, Clarendon Press, Oxford.
5. Cutting, B.A. and Kouzmin, A. (1997a), “Beyond Weber, we can see clearly now: explaining the dynamics of governance in the maturing Westminster system”, a paper presented at the International Conference of the International Institute of Administrative Sciences (IIAS), Quebec City, July, pp. 1-24.
6. Cutting, B.A. and Kouzmin, A. (1997b), “From chaos to patterns of understanding: an ontological understanding of good governance based on a synthesis of Weber's concept of ‘Ideal Types’ and the enneagram typology”, a paper presented at the National Conference of the American Society for Public Administration, Philadelphia, July, pp. 1-13.
7. Cutting, B.A. and Kouzmin, A. (1998), “The emerging patterns of power in corporate governance: a hermeneutic analysis of institutional archetyping and its capacity to improve corporate performance”, a paper presented at the Tenth Annual International Conference of Socio-Economics, Vienna, July, pp. 1-21.
8. Cutting, B.A. and Kouzmin, A. (1999a), “Formulating a meta-physics of human endeavour and social action: synthesizing the work of Aquinas, Lonergan and Jung to construct a cognitive formwork of social development”, a paper presented at the Australian Lonergan Workshop, Sydney, April, pp. 1-23.
9. Cutting, B. A. and Kouzmin, A. (1999b), “Formulating a meta-physics of governance: explaining the dynamics of governance using the new JEWAL synthesis formwork”, a paper presented at the Inaugural PAT-Net Regional Symposium, Sydney, July, pp. 1-21.
10. Cutting, B.A. and Kouzmin, A. (2000), “The emerging patterns of power in corporate governance: back to the future in improving corporate decision-making”, Journal of Managerial Psychology, Vol. 15 No. 6, pp. 477-507.
11. Daft, R.L. and Weick, K.E. (1984), “Toward a model of organizations as interpretation systems”, Academy of Management Review, Vol. 9 No. 2, pp. 284-95.
12. de Geus, A. (1997), The Living Company: Growth, Learning and Longevity in Business, Nicholas Brealey Publishing, London.
13. Galbraith, J.K. (1967), The New Industrial State, Oxford & IBH Publishing, Calcutta.
14. Galbraith, J.K. (1983), The Anatomy of Power, Houghton Mifflin Company, Boston, MA.
15. Harvard Business School (2000), Harvard Business Review on Corporate Governance, Harvard Business School Press, Boston, MA.
16. Hilmer, F.G. (1993), Strictly Boardroom: Improving Governance to Enhance Performance, Information Australia/The Business Library, Melbourne.
17. Lipton, M. and Lorsch, J.W. (1992), “A modest proposal for improved corporate governance”, Business Lawyer, Vol. 48, November, pp. 59-77.
18. Lonergan, B.J.F. (1957), Insight: A Study of Human Understanding, Longmans, New York, NY.
19. Lorsch, J.W. (2000), “Empowering the board”, in Harvard Business Review on Corporate Governance, Harvard Business School Publishing, Boston, MA, pp. 25-52.
20. Monks, R.A.G. and Minow, N. (1996), Watching the Watchers: Corporate Governance for the 21st Century, Blackwell Publishers, Cambridge, MA.
21. Pfeffer, J. (1992), Managing With Power: Politics and Influence in Organizations, Harvard Business School Press, Boston, MA.
22. Porter, M.E. (1995), “How competitive forces shape strategy”, in Mintzberg, H., Quinn, J.B. and Voyer, J. (Eds), The Strategy Process: College Edition, Prentice-Hall, Englewood Cliffs, NJ, pp. 87-102.
23. Pound, J. (2000), “Beyond takeovers: politics comes to corporate control”, in Harvard Business Review on Corporate Governance, Harvard Business School Publishing, Boston, MA, pp. 157-86.
24. Ward, R.D. (1997), 21st Century Corporate Board, John Wiley & Sons, New York, NY