TY - JOUR
T1 - Shared thinking and interaction in the family boardroom
AU - Johnson, P.
PY - 2004
Y1 - 2004
N2 - This paper reports the findings of in-depth case study research carried out with the board of a UK family business. The research was designed to explore interaction amongst directors seeking to achieve agreement on a key strategic issue in one of their quarterly board meetings. In particular there is a focus on the extent to which there is parity between individual directors' own opinions and views about this strategic issue, contributions they made in the boardroom and the collective agreement reached.
AB - This paper reports the findings of in-depth case study research carried out with the board of a UK family business. The research was designed to explore interaction amongst directors seeking to achieve agreement on a key strategic issue in one of their quarterly board meetings. In particular there is a focus on the extent to which there is parity between individual directors' own opinions and views about this strategic issue, contributions they made in the boardroom and the collective agreement reached.
KW - boards of directors
KW - family firms
UR - http://info.emeraldinsight.com/products/journals/journals.htm?PHPSESSID=3rsec26mfdavi63hftra03br55&id=cg
UR - http://dx.doi.org/10.1108/14720700410521952
U2 - 10.1108/14720700410521952
DO - 10.1108/14720700410521952
M3 - Article
SN - 1472-0701
VL - 4
SP - 39
EP - 51
JO - Corporate Governance
JF - Corporate Governance
IS - 1
ER -