Accountability and Creating Accountability: A Framework for Exploring Behavioural Perspectives of Corporate Governance

By M. Huse. 2005

688 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/47a55cbe28570bcb2c7c1d7d1c4aa8ecfb8f8527

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Citations in the corpus

Corporate Board Attributes, Team Effectiveness and Financial Performance (2009, neutral): “Others have acknowledged this relationship, but in a less explicit way (e.g., Finkelstein and Hambrick, 1996; Daily et al., 2003; Finkelstein and Mooney, 2003; Sonnenfeld, 2004a; Huse, 2005).”
Board Composition in Small and Medium‐Sized Family Firms** (2007, background): “…(Pearce and Zahra 1992), or more specifically, as directors’ provision of advice and counsel to the CEO (Johnson, Daily, and Ellstrand 1996), may be especially important in smaller and entrepreneurial firms (Gabrielsson and Winlund 2000; Daily and Dalton 1993; Daily and Dalton 1992; Huse 1990).”
Corporate Governance and Corporate Social Responsibility Synergies and Interrelationships (2008, background): “Leadership, direction, control, transparency, and accountability attributes thus lie at the heart of sound and effective CG (Huse, 2005; Van den Berghe and Louche, 2005).”
Private Firms and Corporate Governance: An Integrated Economic and Management Perspective (2007, background): “A positive trend in this direction is the effort to apply theories from group and cognitive psychology to understand board behavior (see Forbes and Milliken, 1999; Huse, 2005a; Huse et al., 2005).”
Board members’ contribution to strategic decision-making in small firms (2007, neutral): “A recent study of board strategic involvement indicates that board strategic tasks cover internal, external and strategic focuses ( Huse 2005 ).”
Toward a Behavioral Theory of Boards and Corporate Governance (2009, background): “…theory, our review is neither fully comprehensive nor does it present a detailed account of all relevant studies within the vast area of research on boards and corporate governance (for more detailed reviews and discussions see, e.g., Daily et al., 2003; Gabrielsson and Huse, 2004; Huse, 2005).”
Board Task Evolution: A Longitudinal Field Study in the UK (2013, positive): “Van Ees, Gabrielsson, and Huse (2009) have made a welcome endeavor to articulate behavioral theory as an alternative FIGURE 4 Relationship between Board Tasks and Firm Performance: Beta”
Strategy, ownership, governance, and socio-psychological perspectives on family businesses from around the world (2012, background): “In this respect, board advice is beneficial to the extent that the board’s general business knowledge and capabilities complement the more firmspecific family members involved in the management team (Gabrielsson & Huse, 2005; Huse, 2005).”
A Fair Trade-off? Paradoxes in the Governance of Fair-trade Social Enterprises (2016, background): “Managerial hegemony, where sub-board structures influence appropriate strategic direction ‘from below’, also indicates power imbalances between board and non-board (Huse 2005).”
Beyond Facts and Figures: The Role of Emotions in Boardroom Dynamics (2008, neutral): “Board task performance is thus about how well boards control and service the CEO and top management, whereas the board task expectation is how various stakeholders, including the CEO, presume the board should work (Huse, 2005).”
Women and Employee-Elected Board Members, and Their Contributions to Board Control Tasks (2009, background): “working structures and processes) intermediate the relationship between board member attributes and board task performance (Forbes and Milliken, 1999; Huse, 2005; Zahra and Pearce, 1989).”
Women Directors on Corporate Boards: From Tokenism to Critical Mass (2011, neutral): “The arguments for a higher number of women in corporate boards are numerous (Burke, 1997; Carver, 2002; Cassell, 2000; Huse, 2005; Singh et al., 2006) but in many countries, women who serve as board members are still tokens (Daily and Dalton, 2003; Kanter, 1977a, b; Singh et al.”
Entrepreneurial orientation and innovation in family SMEs: Unveiling the (actual) impact of the Board of Directors (2018, background): “…to influence the processing of strategic issues is based on its strategic involvement in service and control tasks (Forbes and Milliken, 1999; Huse, 2005; Machold and Farquhar, 2013; Minichilli et al., 2009), which provides a first step toward a more nuanced understanding of how the BoD can…”
Nonprofit Sport Board Performance: A Review and Directions for Future Research (2011, background): “Huse, M. (2005). Accountability and creating accountability:”