Open AccessAn effective board from a team perspective
Author(s) -
Taman Harley Powell,
Eyþór Ívar Jónsson
Publication year - 2006
Publication title -
corporate board: role, duties and composition
Language(s) - English
Resource type - Journals
eISSN - 2312-2722
pISSN - 1810-8601
DOI - 10.22495/cbv2i3art1
Subject(s) - perspective (graphical) , corporate governance , theme (computing) , face (sociological concept) , business , knowledge management , on board , public relations , political science , sociology , computer science , engineering , world wide web , social science , finance , artificial intelligence , aerospace engineering
This paper looks at boards from a team perspective, where insights from research on teams are used to discuss some classical problems of corporate governance. The Enron-case is used as an underlying theme as it portrays some of the biggest challenges that boards face today. Theories developed within the team literature emphasise that for boards to become more effective they need more time and better access to information as a source of knowledge, more structure and purposeful roles for directors and for the board in general, and they need to become smaller and more focused. In effect, the culture of teams could have avoided some of the blunders of the Enron board.