Corporate leadership: how well do non-executives influence boards?
Article Abstract:
A study was conducted to examine the perceptions of non-executive directors (NEDs) in the UK about their responsibilities, role and training needs. More than half of the research participants expressed the belief that having NEDs benefit organizations, but they said that this does not necessarily mean than strategic decision-making is improved. They claimed that the value of NEDs depends on a number of factors, including their competence and commitment to the company. Findings also revealed that director training in the UK has been largely neglected. Majority of the participants reported that they seldom attended training programs other than inductions. The participants suggested some measures for raising the standards of NED performance, including creating committees for NED selection and taking the NED role into account during the selection process.
Publication Name: Journal of General Management
Subject: Business, general
ISSN: 0306-3070
Year: 1995
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Lessons learned in getting your board to initiate change
Article Abstract:
The effects of board size and diversity on the implementation of strategic change in organizations are discussed. A study of hospital boards show that organizations with large boards instituted fewer changes compared to small boards. Increased diversity of board members also resulted in fewer changes. Changes such as the addition, elimination or reorganization of services were often performed together. For-profit hospitals were more likely to implement change compared to other types of hospitals.
Publication Name: The Academy of Management Executive
Subject: Business, general
ISSN: 0896-3789
Year: 1995
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The threat of organizational downsizing on the innovative propensity of R&D professionals
Article Abstract:
The impact of corporate reorganizations on the ability of R&D professionals to be innovative are examined. Results show that the threat of future downsizing undermines innovation by discouraging researchers from taking risks or making suggestions to supervisors. This threat also serves to demoralize researchers. Tips for R&D managers to encourage innovations in a downsized workplace are discussed.
Publication Name: R & D Management
Subject: Business, general
ISSN: 0033-6807
Year: 1999
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