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An Organizational Portfolio Theory of Board Composition

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  • Peter Heslin
  • Lex Donaldson

Abstract

A new theory of organizational change and success has recently been proposed, organizational portfolio theory (Donaldson, 1999). One purpose of this theory is to provide a fresh perspective on the determinants and consequences of board composition. After outlining organizational portfolio theory, this paper suggests some implications of the new theory for understanding the dynamic relationship between board composition and firm performance.

Suggested Citation

  • Peter Heslin & Lex Donaldson, 1999. "An Organizational Portfolio Theory of Board Composition," Corporate Governance: An International Review, Wiley Blackwell, vol. 7(1), pages 81-88, January.
  • Handle: RePEc:bla:corgov:v:7:y:1999:i:1:p:81-88
    DOI: 10.1111/1467-8683.00131
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    Cited by:

    1. Brennan, Niamh M., 2021. "Connecting earnings management to the real World:What happens in the black box of the boardroom?," The British Accounting Review, Elsevier, vol. 53(6).
    2. Yi Wang & Judith Oliver, 2009. "Board composition and firm performance variance: Australian evidence," Accounting Research Journal, Emerald Group Publishing Limited, vol. 22(2), pages 196-212, September.
    3. Daniel Ştefan Armeanu & Georgeta Vintilă & Ştefan Cristian Gherghina & Dan Cosmin Petrache, 2017. "Approaches on Correlation between Board of Directors and Risk Management in Resilient Economies," Sustainability, MDPI, vol. 9(2), pages 1-15, January.

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