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Which Conflict? Understanding Conflicts inside the Board of Directors

Listed author(s):
  • Andrea Calabrò


    (Università degli Studi di Roma "Tor Vergata")

  • Emiliano Di Carlo


    (Università degli Studi di Roma "Tor Vergata")

  • Francesco Ranalli


    (Università degli Studi di Roma "Tor Vergata")

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.

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Article provided by DSI - Dipartimento di Studi sull'Impresa in its journal DSI Essays Series.

Volume (Year): 8 (2009)
Issue (Month): ()

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Handle: RePEc:tov:dsiess:v:8:y:2009
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