Life is too short to drink bad wine. Venturesome and responsible, but also stubborn. Caring for the future. Programmatic Research, including the champagne method.
The objective of this chapter is to discuss corporate governance in relation to small and medium ... more The objective of this chapter is to discuss corporate governance in relation to small and medium size enterprises (SMEs). We examine the regulatory environment by reviewing corporate governance codes developed for SMEs as well as literature and research on corporate governance in SMEs. From this stance, we discuss the specificities of SMEs, including the multiple ideologies that often co-exist in these firms. Finally, the extended team production model of corporate governance is introduced. The model offers a balanced perspective on the full range of value-adding stakeholders in SMEs, and provides a set of guiding principles to improve the value creation potential of their corporate governance arrangements.
The objective of this chapter is to discuss corporate governance in relation to small and medium ... more The objective of this chapter is to discuss corporate governance in relation to small and medium size enterprises (SMEs). We examine the regulatory environment by reviewing corporate governance codes developed for SMEs as well as literature and research on corporate governance in SMEs. From this stance, we discuss the specificities of SMEs, including the multiple ideologies that often co-exist in these firms. Finally, the extended team production model of corporate governance is introduced. The model offers a balanced perspective on the full range of value-adding stakeholders in SMEs, and provides a set of guiding principles to improve the value creation potential of their corporate governance arrangements.
While directors' knowledge represents a crucial resource for strategizing on boards, little i... more While directors' knowledge represents a crucial resource for strategizing on boards, little is known how knowledge of individual directors becomes deployed behind the doors of the boardroom. Drawing on the concept of absorptive capacity, we develop a model that explores how directors' explorative, transformative and exploitative learning affects boards’ strategic involvement. Using large‐scale survey data, our findings indicate that learning helps to explain how directors' knowledge leads to higher levels of strategic involvement. Moreover, we find that learning processes mutually reinforce each other and have complementary effects on boards' strategic involvement. Our study contributes to the board and absorptive capacity literatures by demonstrating that learning processes are interconnected with each other and represent an intermediate way to put directors' knowledge into effective use.
Scandinavian countries continue to build strong reputations as the world's least corrupt coun... more Scandinavian countries continue to build strong reputations as the world's least corrupt countries. In this case study, in a search for an institutional framework that other countries and policy makers can learn from, we explore sources of high transparency and anticorruption norms in Scandinavia. The most important lesson from this study is that legislative, normative, and cultural institutional pillars must be aligned to achieve the highest level of transparency and anticorruption. We made three main observations. First, adequate and comprehensive legislation in addition to severe noncompliance consequences contribute to an ethical business environment in Scandinavian countries. Second, a willingness to embrace integrity norms and standards through active participation in international conventions and agreements on anticorruption movements contributing to high transparency and integrity management in the Scandinavian countries. Third, a national culture that emphasizes high go...
The objective of this chapter is to discuss corporate governance in relation to small and medium ... more The objective of this chapter is to discuss corporate governance in relation to small and medium size enterprises (SMEs). We examine the regulatory environment by reviewing corporate governance codes developed for SMEs as well as literature and research on corporate governance in SMEs. From this stance, we discuss the specificities of SMEs, including the multiple ideologies that often co-exist in these firms. Finally, the extended team production model of corporate governance is introduced. The model offers a balanced perspective on the full range of value-adding stakeholders in SMEs, and provides a set of guiding principles to improve the value creation potential of their corporate governance arrangements.
The objective of this chapter is to discuss corporate governance in relation to small and medium ... more The objective of this chapter is to discuss corporate governance in relation to small and medium size enterprises (SMEs). We examine the regulatory environment by reviewing corporate governance codes developed for SMEs as well as literature and research on corporate governance in SMEs. From this stance, we discuss the specificities of SMEs, including the multiple ideologies that often co-exist in these firms. Finally, the extended team production model of corporate governance is introduced. The model offers a balanced perspective on the full range of value-adding stakeholders in SMEs, and provides a set of guiding principles to improve the value creation potential of their corporate governance arrangements.
While directors' knowledge represents a crucial resource for strategizing on boards, little i... more While directors' knowledge represents a crucial resource for strategizing on boards, little is known how knowledge of individual directors becomes deployed behind the doors of the boardroom. Drawing on the concept of absorptive capacity, we develop a model that explores how directors' explorative, transformative and exploitative learning affects boards’ strategic involvement. Using large‐scale survey data, our findings indicate that learning helps to explain how directors' knowledge leads to higher levels of strategic involvement. Moreover, we find that learning processes mutually reinforce each other and have complementary effects on boards' strategic involvement. Our study contributes to the board and absorptive capacity literatures by demonstrating that learning processes are interconnected with each other and represent an intermediate way to put directors' knowledge into effective use.
Scandinavian countries continue to build strong reputations as the world's least corrupt coun... more Scandinavian countries continue to build strong reputations as the world's least corrupt countries. In this case study, in a search for an institutional framework that other countries and policy makers can learn from, we explore sources of high transparency and anticorruption norms in Scandinavia. The most important lesson from this study is that legislative, normative, and cultural institutional pillars must be aligned to achieve the highest level of transparency and anticorruption. We made three main observations. First, adequate and comprehensive legislation in addition to severe noncompliance consequences contribute to an ethical business environment in Scandinavian countries. Second, a willingness to embrace integrity norms and standards through active participation in international conventions and agreements on anticorruption movements contributing to high transparency and integrity management in the Scandinavian countries. Third, a national culture that emphasizes high go...
Showing stakeholder perspectives on subsidiary Boards. This book presents - empirical study. Huse... more Showing stakeholder perspectives on subsidiary Boards. This book presents - empirical study. Huse and Rindova 2002 is based on the empirical material presented in this book.
Paper presented at a symposium at the AoM Meeting in 2000. Showing how different instruments are ... more Paper presented at a symposium at the AoM Meeting in 2000. Showing how different instruments are based on different arguments, and may have different consequences. This paper was written before the introduction of the gender Balance regulations on Boards.
Considerable attention has been directed towards corporate governance issues in recent years. The... more Considerable attention has been directed towards corporate governance issues in recent years. There are however various limitations in the international mainstream research on boards of directors. Few studies address research questions beyond investigating the relationship between board composition and company performance. Most research is moreover based on empirical evidence from large publicly held US corporations. This paper summarises the accumulated knowledge from 1"00 student reports on boards of directors in Scandinavia. The contributions of the reports show the need to explore the influence of various contingencies, and also to take various stakeholder perspectives into account when researching corporate governance and boards of directors. The reports also show the need to go beyond counting only numbers of directors to gain insight into board working structures and relationships betrreen directors and managers. Several adv¿tntages compared to the US mainstream research tradition can in this connection be found in Scandinavian research about boards of directors.
Ethical reflections around a "one of the lads"- research study. Presented in 1996 at the IABS Mee... more Ethical reflections around a "one of the lads"- research study. Presented in 1996 at the IABS Meeting.
DIRECTORS Abstract: What can we leam from women directors? A narrative approach was employed inan... more DIRECTORS Abstract: What can we leam from women directors? A narrative approach was employed inanalynng in-depth interviews with eight women directors with experiences from more than one hundred boards. These women gave examples from very different board experiences, but they clearly demonsüated areas which existing research about directorates has major limitations. Their experiences gave contributions in two theoretical directions: (1) an understanding of dynamics at the top, and (2) the contribution of women directors.
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