Which Conflict? Understanding Conflicts inside the Board of Directors
The analysis of previous studies oncerning corporate governance shows that some variables related to board behavior have not been properly taken into account. The paper analyses board of directors in its decision-making process highlighting the importance that a clear identification of conflict could have on board effectiveness. It emerges that conflict could be distinguished in many typologies affecting board dynamics and decision-making process. The aim of the paper is to identify the mainstream and the other borderline approaches in the existent literature in order to: (i) mark some confusions in the definition or use of the concept of conflict; (ii) point-out its potential in the study of board effectiveness in a behavioural per-spective; (iii) underline the need for operationalizing the concept for a better understanding of its impact on board effectiveness and for a robust future empirical research.
Volume (Year): 8 (2009)
Issue (Month): ()
|Contact details of provider:|| Postal: |
Phone: +39 06 7259 5800
Fax: +39 06 7259 5804
Web page: http://www.economia.uniroma2.it/dsi/
More information through EDIRC
When requesting a correction, please mention this item's handle: RePEc:tov:dsiess:v:8:y:2009. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Mario Risso)
If references are entirely missing, you can add them using this form.