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Le lien composition/rôles du conseil d’administration:une analyse en termes de capital social

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  • Évelyne Rouby

    ()
    (Université de Nice Sophia Antipolis)

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    Abstract

    (VF)Les travaux sur le conseil d’administration étudient souvent ses rôles – usuellement le contrôle ou l’apport de ressources – en relation avec sa composition. Ainsi, le CA serait majoritairement composé d’administrateurs externes indépendants dans le cas du contrôle et d’administrateurs affiliés dans le cas de l’apport de ressources. Ces rôles sont de surcroît présentés comme mutuellement exclusifs, ce qui paraît restrictif. Dans cet article, nous proposons de dépasser cette approche en construisant un nouveau cadre d’analyse fondé sur le concept de capital social.(VA)Most research on the board of directors focuses on its role – either of managerial control or of a provider of resources – in relation to its composition. From this perspective, a board of directors exerting managerial control should be composed of independent directors. When it is a resource provider, the board should be composed of non-independent directors. These roles are considered to be mutually exclusive which appears both restrictive and simplistic. In this paper, we propose to combine these two perspectives in a new analytical framework based on the notion of social capital.

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    File URL: http://leg2.u-bourgogne.fr/rev/112050.pdf
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    Bibliographic Info

    Article provided by revues.org in its journal Revue Finance Contrôle Stratégie.

    Volume (Year): 11 (2008)
    Issue (Month): 2 (June)
    Pages: 29-50

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    Handle: RePEc:dij:revfcs:v:11:y:2008:i:q2:p:29-50.

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    Related research

    Keywords: conseil d’administration; capital social; composition du CA; rôles du CA; board of directors; social capital; composition of board of directors; roles of board of directors.;

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    1. Huault, Isabelle, 2004. "Institutions et gestion," Economics Papers from University Paris Dauphine 123456789/651, Paris Dauphine University.
    2. Gérard Charreaux, 2002. "Variation sur le thème:"À la recherche de nouvelles fondations pour la finance et la gouvernance d'entreprise"," Revue Finance Contrôle Stratégie, revues.org, vol. 5(3), pages 5-68, September.
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    5. Peter Wirtz, 2005. "Compétences, conflits et création de valeur:vers une approche intégrée de la gouvernance," Working Papers CREGO 1050501, Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations.
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    7. Winfried Ruigrok & Simon I. Peck & Hansueli Keller, 2006. "Board Characteristics and Involvement in Strategic Decision Making: Evidence from Swiss Companies," Journal of Management Studies, Wiley Blackwell, vol. 43(5), pages 1201-1226, 07.
    8. Violina P. Rindova, 1999. "What Corporate Boards have to do with Strategy: A Cognitive Perspective," Journal of Management Studies, Wiley Blackwell, vol. 36(7), pages 953-975, December.
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