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Director input to corporate strategy Getting the board on board

Director input to corporate strategy Getting the board on board Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – High profile scandals and the ensuing focus on corporate governance have increased the clamor for board involvement in strategic decision‐making. Such a move makes sound business sense too. Different studies have shown that getting directors involved in strategy can enhance a company's financial performance and boost stock value. Despite this, directors at many organizations still struggle to make any real impact on strategic issues. What makes a board effective? Having the right structure for starters. But what exactly is the right structure? Is a board more effective if its members are mainly insiders or are non‐executive directors a better bet? Practical implications – Provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Direction Emerald Publishing

Director input to corporate strategy Getting the board on board

Strategic Direction , Volume 24 (7): 5 – May 23, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0258-0543
DOI
10.1108/02580540810877384
Publisher site
See Article on Publisher Site

Abstract

Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – High profile scandals and the ensuing focus on corporate governance have increased the clamor for board involvement in strategic decision‐making. Such a move makes sound business sense too. Different studies have shown that getting directors involved in strategy can enhance a company's financial performance and boost stock value. Despite this, directors at many organizations still struggle to make any real impact on strategic issues. What makes a board effective? Having the right structure for starters. But what exactly is the right structure? Is a board more effective if its members are mainly insiders or are non‐executive directors a better bet? Practical implications – Provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Journal

Strategic DirectionEmerald Publishing

Published: May 23, 2008

Keywords: Strategic planning; Organizational performance; Directors; Supply chain management

References