Sources and Uses of Power in the Boardroom

References

• Amihud , V. and Levy , B. 1981 . Risk reduction as a managerial motive for conglomerate mergers . BellJournal of Economics , 12 : 605 – 617 .
   Google Scholar
• Baysinger , B. D. and Hoskinson , R. E. 1990 . The composition of the board of directors and strategic control: Effects of corporate strategy . Academy of Management Review , 15 : 72 – 87 .
   Web of Science ®Google Scholar
• Berle , A. A. and Means , G. C. 1932 . The modern corporation and private property , New York : Macmillan .
   Google Scholar
• Bostock , R. 1995 . Company responses to Cadbury . Corporate Governance: An International Review , 3 ( 2 ) April : 72 – 77 .
   Google Scholar
• Brass , D. J. and Burkhardt , M. G. 1993 . Potential power and power use: An investigation of structure and behaviour . Academy of Management Journal , 36 ( 3 ) : 441 – 470 .
   Web of Science ®Google Scholar
• Cadbury , A. 1990 . The company chairman , Cambridge, , UK : FitzWilliam Publishing .
   Google Scholar
• 1992 . Cadbury Report , London : Committee on the Financial Aspects of Corporate Governance .
   Google Scholar
• Conyon , M. J. 1994 . Corporate governance changes in UK companies between 1988 and 1993 . Corporate Governance: An International Review , 2 ( 2 ) : 97 – 109 .
   Google Scholar
• Davis , G. F. 1991 . Agents without principals? The spread of the poison pill through intercorporate networks . Administrative Science Quarterly , 36 : 583 – 613 .
   Web of Science ®Google Scholar
• Eisenhardt , K. M. 1989 . Agency theory: An assessment and review . Academy of Management Review , 14 ( 1 ) : 57 – 74 .
   Web of Science ®Google Scholar
• Fama , E. F. and Jensen , M. 1983 . Separation of ownership and control . Journal of Law and Economics , 26 : 3127 – 3349 .
   Google Scholar
• Finkelstein , S. and D'Aveni , R. A. 1994 . CEO duality as a double-edged sword . Academy of Management Journal , 37 : 1079 – 1108 .
   Web of Science ®Google Scholar
• Finkelstein , S. and Hambrick , D. C. 1996 . Strategic leadership: Top executives and their effects on organizations , Minneapolis, MN : West Publishing .
   Google Scholar
• Hambrick , D. C. 1994 . “ Top management groups: A conceptual integration and reconsideration of the “team” label ” . In Research In organizational behaviour , Edited by: Staw , B. and Cummings , L. L. 171 – 214 . Greenwich, CT : JAI Press .
   Google Scholar
• Hambrick , D. C. and Mason , P. 1984 . Upper echelons: The organization as a reflection of its top managers . Academy of Management Review , 9 : 193 – 206 .
   Web of Science ®Google Scholar
• Hardy , C. and Clegg , S. R. 1996 . “ Some dare call it power ” . In Handbook of Organization Studies , Edited by: Clegg , S. R. , Hardy , C. and Nord , W. R. 622 – 641 . London : Sage Publications .
   Google Scholar
• Herman , E. 1981 . Corporate control, corporate power , New York : Cambridge University Press .
   Google Scholar
• Hill , S. 1995 . The social organization of boards of directors . British Journal of Sociology , 46 ( 1 ) : 245 – 277 .
   Google Scholar
• Hirsch , P. , Michaels , S. and Friedman , R. 1987 . Dirty hands” versus “clean models”: Is sociology in danger of being seduced by economics? . Theory and Society , : 317 – 336 .
   Google Scholar
• Jensen , M. C. and Meckling , W. H. 1976 . Theory of the firm: Managerial behaviour, agency costs and ownership structure . Journal of Financial Economics , 3 : 305 – 360 .
   Web of Science ®Google Scholar
• Knoke , D. 1990 . Political networks: The structural perspective , Cambridge, , UK : Cambridge University Press .
   Google Scholar
• Kosnik , R. D. 1987 . Greenmail: A study of board performance in corporate governance . Administrative Science Quarterly , 32 : 163 – 185 .
   Web of Science ®Google Scholar
• Krackhardt , D. 1990 . Assessing the political landscape: Structure, cognition and power in organisations . Administrative Science Quarterly , 35 : 342 – 369 .
   Web of Science ®Google Scholar
• Lorsch , J. W. 1995 . Empowering the board . Harvard Business Review , 73 ( 1 ) : 107 – 117 .
   Web of Science ®Google Scholar
• Lorsch , J. W. and Maclver , E. 1989 . Pawns and potentates: The reality of America's corporate boards , Boston : Harvard Business School Press .
   Google Scholar
• Mace , M. 1971 . Directors: Myth and reality , Cambridge, MA : Harvard University Press .
   Google Scholar
• McNulty , T. and Pettigrew , A. M. 1996 . The contribution, power and influence of part-time board members . Corporate Governance: An International Review , 4 ( 2 ) July : 160 – 179 .
   Google Scholar
• McNulty , T. and Pettigrew , A. M. in press . Strategists on the board . Organisation Studies. ,
   Google Scholar
• Mizruchi , M. S. 1992 . The structure of corporate political action: Interfirm relations and their consequences , Boston : Harvard University Press .
   Google Scholar
• Perrow , C. 1986 . Complex organizations , New York : Random House .
   Google Scholar
• Pettigrew , A. M. 1973 . The politics of organizational decision making , London : Tavistock .
   Google Scholar
• Pettigrew , A. M. 1977 . Strategy formulation as a political process . International Studies of Management and Organization , 7 ( 2 ) : 78 – 87 .
   Google Scholar
• Pettigrew , A. M. 1992 . On studying managerial élites . Strategic Management Journal , 13 : 163 – 182 . Winter
   Web of Science ®Google Scholar
• Pettigrew , A. M. and McNulty , T. 1995 . Power and influence in and around the boardroom . Human Relations , 48 ( 8 ) : 845 – 873 .
   Web of Science ®Google Scholar
• Pettigrew , A. M. and McNulty , T. 1997 . End of grant report: Part time hoard members: Their background, career, power and influence , Swindon, , UK : Economic and Social Research Council .
   Google Scholar
• Pettigrew , A. M. and McNulty , T. 1998 . “ Control and creativity in the boardroom ” . In Navigating change: How CEOs, top teams and boards steer transformation , Edited by: Hambrick , D.C. , Nadler , D. A. and Tushman , M. L. 226 – 255 . Boston : Harvard Business School Press .
   Google Scholar
• Pounds , J. 1995 . The promise of the governed corporation . Harvard Business Review , 73 ( 2 ) : 89 – 98 .
   Web of Science ®Google Scholar
• Useem , M. 1993 . Executive defence: Shareholder power and corporate reorganisation , Cambridge, MA : Harvard University Press .
   Google Scholar
• Useem , M. 1996 . Investor capitalism , New York : Basic Books .
   Google Scholar
• Vancil , R. F. 1987 . Passing the baton , Boston : Harvard Business School Press .
   Google Scholar
• Ward , A. , Sonnenfeld , J. A. and Kimberly , J. R. 1995 . In search of a kingdom: Determinants of subsequent career outcomes for chief executives who are fired . Human Resource Management , 34 ( 1 ) : 117 – 139 .
   Web of Science ®Google Scholar
• Westphal , J. D. and Zajac , E. J. 1995 . Who shall govern—CEO/board power, demographic similarity and new director selection . Administrative Science Quarterly , 40 ( 1 ) : 60 – 83 .
   Web of Science ®Google Scholar
• White , H. 1985 . “ Agency as control ” . In Principals and agents: The structure of business , Edited by: Pratt , J. and Zeckhauser , R. Boston : Harvard Business School Press .
   Google Scholar
• Zajac , E. J. and Westphal , J. D. 1996 . Who shall succeed—how CEO board preferences and power affect the choice of new CEOs . Academy of Management Journal , 39 ( 1 ) : 64 – 90 .
   Web of Science ®Google Scholar