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The Monitoring Role of the Board: one approach does not fit all

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  • L. A. A. Van den Berghe
  • Tom Baelden

Abstract

Among the many roles boards of directors perform, the monitoring role of the board has received the most attention recently, resulting in higher demands on boards and directors to be vigilant monitors. By presenting a framework to tailor the monitoring role of the board to the specific situation and needs of the company, this paper tries to overcome the negative effects of an excessive focus on control. In so far as boards are, to a certain extent, free to define their own delegation policy, this framework highlights two essential decisions of the board, namely the decision which responsibilities and authorities are delegated to management and the decision whether to delegate them to a single‐headed or joint management. Some preliminary empirical findings supporting the central argument are presented, together with some suggestions for further research.

Suggested Citation

  • L. A. A. Van den Berghe & Tom Baelden, 2005. "The Monitoring Role of the Board: one approach does not fit all," Corporate Governance: An International Review, Wiley Blackwell, vol. 13(5), pages 680-690, September.
    • Handle: RePEc:bla:corgov:v:13:y:2005:i:5:p:680-690
    DOI: 10.1111/j.1467-8683.2005.00459.x
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    Cited by:

    1. Patrizia Gazzola & Stefano Amelio & Daniele Grechi & Fragkoulis Papagiannis, 2021. "NPO Funding in Italy: The Role and the Contribution of Corporate Governance," International Journal of Business and Management, Canadian Center of Science and Education, vol. 15(12), pages 1-1, July.
    2. Ines Chaabouni & Anis Jarboui, 2016. "Effect of board`s skills on stakeholder value," Asian Journal of Empirical Research, Asian Economic and Social Society, vol. 6(4), pages 84-100, April.
    3. Baldacchino & P.J. & Callus & A. & Tabone & N. & Ellul & L. & Grima & S., 2022. "The Barriers and Effectiveness of Management Monitoring by Maltese Listed Boards*," International Journal of Finance, Insurance and Risk Management, International Journal of Finance, Insurance and Risk Management, vol. 12(2), pages 92-127.
    4. Kim, Kong-Hee & Al-Shammari, Hussam A. & Kim, Bongjin & Lee, Seung-Hyun, 2009. "CEO duality leadership and corporate diversification behavior," Journal of Business Research, Elsevier, vol. 62(11), pages 1173-1180, November.
    5. Naeem Tabassum & Satwinder Singh, 2020. "Corporate Governance and Organisational Performance," Springer Books, Springer, number 978-3-030-48527-6, June.
    6. Sebahattin Yıldız & Cebrail Meydan & İlknur Taştan Boz & Önder Sakal, 2019. "Do the Quota Applications for Women on Boards Improve Financial Performance," Sustainability, MDPI, vol. 11(21), pages 1-12, October.
    7. Baldacchino & P.J. & Callus & A. & Tabone & N. & Ellul & L. & Grima & S., 2022. "The Barriers and Effectiveness of Management Monitoring by Maltese Listed Boards*," International Journal of Finance, Insurance and Risk Management, International Journal of Finance, Insurance and Risk Management, vol. 12(2), pages 106-141.

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