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The role of the board of directors and its impact on corporate-level strategies is quite well understood and described in the literature of strategic management. There has been reached an agreement that boards play important role in the agency theory in order to solve many problems between shareholders and management systems. Many prior research articles have examined that issue (1), although they were usually based on American (or British) examples, and on the same model of corporate governance. On the European continent there are at present two different types of board models: a one-tier model with the common board of directors, and two-tier model with the separation of two different functions: management and control. During the transition from socialism to capitalism systems in the 1990s the two-tier board model in Poland have been restored (2) with two separate boards: a management board and a supervisory board. That process in conjunction with mass privatization system in Poland has brought about a certain effect in the form of, inter alia, a substantial increase in the degree of concentration of ownership in companies, particularly in comparison to that present in developed countries (3). Hence, the purpose of this study is to examine the impact of the board size of Polish companies (listed on the Warsaw Stock Exchange) on their corporate-level strategies. Given the significant differences in the development of the Polish capital market, you can also expect differences in the results of the proposed research in comparison to similar projects undertaken in other countries. The additional aim of the study is the desire to reduce the gap in terms of empirical studies on the example of Central

The Effect of Supervisory Board Size on Corporate-Level Strategies-Evidence from Polish Public Companies