Abstract
For a long time, boards of directors have been considered weak, incapable of contributing to the financial success of their companies. This article proposes a way to revitalize boards by involving them in mapping corporate strategic directions. Building on recent changes in boardroom practices, it outlines eight conditions for an effective strategic contribution by boards and specifies areas of potential for an effective strategic contribution by boards and specifies areas of potential interest to directors. Taken together, these suggestions are expected to ensure continuous and disciplined contribution by boards to strategy and, ultimately, to effective corporate performance.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 109-117 |
| Number of pages | 9 |
| Journal | Long Range Planning |
| Volume | 23 |
| Issue number | 6 |
| DOIs | |
| State | Published - Dec 1990 |