Board-Management Relationships: Resources and Internal Dynamics

Ljiljana Erakovic; Sanjay Goel

doi:10.5771/0935-9915-2008-1-2-53

Contents
- Chapter Expand | CollapseAuthorsPage
- 1–4 Titelei/Inhaltsverzeichnis 1–4
- 5–8 Introduction Wenzel Matiaske, Hüseyin Leblebici, Rüdiger Kabst Wenzel Matiaske, Hüseyin Leblebici, Rüdiger Kabst 5–8
- 9–32 Resource Dependence Theory – How Well Does It Explain Behavior of Organizations? Werner Nienhüser Werner Nienhüser 9–32
- 33–52 RBV and the Road to the Control of External Organizations Jörg Freiling Jörg Freiling 33–52
- 53–69 Board-Management Relationships: Resources and Internal Dynamics Ljiljana Erakovic, Sanjay Goel Ljiljana Erakovic, Sanjay Goel 53–69
- 70–93 Diversity Strategies Focused on Employees with a Migration Background: An Empirical Investigation Based on Resource Dependence Theory Renate Ortlieb, Barbara Sieben Renate Ortlieb, Barbara Sieben 70–93
- 94–105 The Role of Strategic Alliances in Gaining Sustainable Competitive Advantage for Firms Refik Culpan Refik Culpan 94–105
- 106–125 Configuring and Contextualising HR Systems: An Empirical Study of Manufacturing SMEs Richard Lacoursière, Bruno Fabi, Louis Raymond Richard Lacoursière, Bruno Fabi, Louis Raymond 106–125
- 126–147 Viewing the Leadership Narrative through Alternate Lenses: An Autoethnographic Investigation Ken W. Parry Ken W. Parry 126–147
- 148–150 Book Review 148–150
- 151–156 New Books 151–156
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mrev management revue , page 53 - 69

Board-Management Relationships: Resources and Internal Dynamics

Autoren

Ljiljana Erakovic Sanjay Goel

DOI
- doi.org/10.5771/0935-9915-2008-1-2-53
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

This paper investigates directors' relationships with firms' managers, using lenses of resource dependence theory and resource based view. Because of different roles that board members perform in modern organisations we seek to find out what board-management relationships may provide a company with competitive advantage relative to other firms. The paper reports the results from a study conducted in six New Zealand companies. We used multiple respondents from the top management and board members in a variety of firms from different industries. Qualitative analysis of interview transcripts, and matching the qualitative results with secondary information on the companies, reveal several interesting patterns of relationship among top management and board members, as well as the value of this relationship to the firm.
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