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Board-Management Relationships: Resources and Internal Dynamics

Listed author(s):
  • Ljiljana Erakovic


    (The University of Auckland, Department of Management & International Business, The University of Auckland Business School)

  • Sanjay Goel


    (University of Minnesota, Department of Management Studies, School of Business and Economics)

Registered author(s):

    This paper investigates directors’ relationships with firms’ managers, using lenses of resource dependence theory and resource based view. Because of different roles that board members perform in modern organisations we seek to find out what board-management relationships may provide a company with competitive advantage relative to other firms. The paper reports the results from a study conducted in six New Zealand companies. We used multiple respondents from the top management and board members in a variety of firms from different industries. Qualitative analysis of interview transcripts, and matching the qualitative results with secondary information on the companies, reveal several interesting patterns of relationship among top management and board members, as well as the value of this relationship to the firm.

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    Article provided by Rainer Hampp Verlag in its journal Management Revue - The international Review of Management Studies.

    Volume (Year): 19 (2008)
    Issue (Month): 1+2 ()
    Pages: 53-69

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    Handle: RePEc:rai:mamere:doi_10.1688/1861-9908_mrev_2008_1+2_erakovic
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    Order Information: Postal: Rainer Hampp Verlag, Marktplatz 5, 86415 Mering, Germany
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