Shared thinking and interaction in the family boardroom

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    111 Citations (Scopus)


    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.
    Original languageEnglish
    Pages (from-to)39-51
    Number of pages12
    JournalCorporate Governance
    Issue number1
    Publication statusPublished - 2004


    • boards of directors
    • family firms


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