Not the usual suspects: How to use board process to make boards better

By Sydney Finkelstein, Ann Mooney. 2003

526 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/d266419b0945655d023e94c0ec0693b7cffa0624

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Citations in the corpus

Board Characteristics and Firm Performance: Evidence from New Zealand (2011, background): “In particular, the study enhances our understanding of the boards by examining the effect of moderating and control variables on the board process (Finkelstein & Mooney, 2003; Letendre, 2004; Carpenter, Geletcanycz & Sanders, 2004; Pye & Pettigrew, 2005).”
Corporate Board Attributes, Team Effectiveness and Financial Performance (2009, unknown): “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).”
Boards of Directors and Firm Performance: Is There an Expectations Gap? (2006, unknown): “In this respect, the work of Finkelstein and Mooney (2003), Forbes and Milliken (1999), Ingley and van der Walt (2005), Pye and Pettigrew (2005) and Sonnenfeld (2002, 2004) might be consulted.”
Corporate Governance and Tobin’s Q as a Measure of Organizational Performance (2018, unknown): “…(such as ownership concentration, firm age, firm size, foreign ownership, etc.) on OP (Coles and Hasterly, 2000; Rhoades et al., 2001; Kouki and Guizani, 2015; Guizani, 2013), a lacuna that many scholars have urged academics to investigate (Finkelstein and Mooney, 2003; Pye and Pettigrew, 2005).”
Making Boards Effective: An Empirical Examination of Board Task Performance (2009, unknown): “…of board task performance Our analysis shows that the set of board demographic characteristics previous research often investigated has a limited predictive power in understanding how the board performs its service and control tasks (Finkelstein and Mooney, 2003; Zona and Zattoni, 2007).”
Triple Helix Systems: An Analytical Framework for Innovation Policy and Practice in the Knowledge Society (2013, background): “…(dysfunctional, affective or destructive conflict), which is person-driven and is generated by incompatibilities or clashes between different personalities in different departments, leading to negative feelings such as tension and frustration (Jehn and Mannix, 2001; Finkelstein and Mooney, 2003).”
Experience-Based Human Capital and Social Capital of Outside Directors (2009, unknown): “However, if pressed for time, directors may not attend board meetings regularly or fail to prepare for them (Finkelstein & Mooney, 2003).”
Outside Directors, Corporate Social Responsibility Performance, and Corporate Tax Aggressiveness: An Empirical Analysis (2016, background): “It plays an important role in advising and monitoring senior management of the firm (Adams & Ferreira, 2007; Armstrong, Guay, & Weber, 2010; Finkelstein & Mooney, 2003; Mace, 1979).”
BOARD INFORMAL HIERARCHY AND FIRM FINANCIAL PERFORMANCE: EXPLORING A TACIT STRUCTURE GUIDING BOARDROOM INTERACTIONS (2011, unknown): “It is possible that clear hierarchical differentiation suppresses diverse opinions and thus reduces the quality of group decisions, as Finkelstein and Mooney (2003) warned.”
Accountability and Creating Accountability: A Framework for Exploring Behavioural Perspectives of Corporate Governance (2005, background): “The usual board measures employed in these studies, that most often are archival-data based, are CEO duality, insider/outsider ratio, the number of board members and the directors’ share ownership (Finkelstein and Mooney, 2003; Johnson, Daily and Ellstrand, 1996).”
When good conflict gets better and bad conflict becomes worse: the role of social capital in the conflict–innovation relationship (2009, background): “…Catharines, Ontario L2S 3A1 Tel: +1 905 688 5550 x5195 Fax: +1 905 378 5716 nthongpa@brocku.ca Dimo Dimov University of Connecticut School of Business, Department of Management 2100 Hillside Road Unit 1041 Storrs, CT 06269-1041 Tel +1 860 486 3638 Fax +1 860 486…”