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What's Wrong with Corporate Governance: a note

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  • Richard W. Leblanc

Abstract

Greater use of qualitative research methods – including observing boards in real time and interviewing directors – needs to occur to advance the field. Quantitative researchers are, it would seem, measuring variables in respect of “structural independence,” rather than board and individual director effectiveness, per se. Once “board effectiveness” and “director effectiveness” variables are able to be measured, together with their interaction, a greater likelihood of distilling a more definitive relationship between corporate governance and corporate financial performance may occur.

Suggested Citation

  • Richard W. Leblanc, 2004. "What's Wrong with Corporate Governance: a note," Corporate Governance: An International Review, Wiley Blackwell, vol. 12(4), pages 436-441, October.
    • Handle: RePEc:bla:corgov:v:12:y:2004:i:4:p:436-441
    DOI: 10.1111/j.1467-8683.2004.00385.x
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    Cited by:

    1. Ferkins, Lesley & Shilbury, David, 2015. "Board strategic balance: An emerging sport governance theory," Sport Management Review, Elsevier, vol. 18(4), pages 489-500.
    2. Ferkins, Lesley & Shilbury, David & O’Boyle, Ian, 2018. "Leadership in governance: Exploring collective board leadership in sport governance systems," Sport Management Review, Elsevier, vol. 21(3), pages 221-231.
    3. Mohammad I Azim, 2012. "Corporate governance mechanisms and their impact on company performance: A structural equation model analysis," Australian Journal of Management, Australian School of Business, vol. 37(3), pages 481-505, December.
    4. Ferkins, Lesley & Shilbury, David, 2010. "Developing board strategic capability in sport organisations: The national-regional governing relationship," Sport Management Review, Elsevier, vol. 13(3), pages 235-254, August.

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