Rebalancing the Board's Agenda: A Discussion Paper

Abstract

Since the corporate governance scandals of 2001 and 2002, the work of boards of directors has been dominated by board processes and compliance, with a corresponding reduction in the emphasis on value creation. This discussion paper proposes a model for board activities and raises questions about how they can be rebalanced to provide greater emphasis on the board's strategic advisory role. It also looks at European governance issues, including the role of dual boards.

Keywords: Corporate governance, strategy, strategic management, board dynamics, Europe

JEL Classification: A10, G10, G34, L10, L20, B10, B14