Compare and contrast the unitary (or single) board and the dual (or two-tier) board systems of corporate governance. Are there advantages or disadvantages in these configurations?
Useful Additional and Background Reading:
Aglietta, M. and Rebérioux, A. (2005) Corporate Governance Adrift: A critique of shareholder value, Cheltenham: Edward Elgar.
Aguilera, R. & Jackson, G. (2003). “The cross-national diversity of corporate governance: Dimensions and determinants” Academy of Management Review, 28(3):447-465.
Alexander, J. A. & Weiner, B. J. (1998) “The adoption of the corporate governance model by nonprofit organizations”. Nonprofit Management and Leadership 8(3):223-242.
Aras, G. & Crowther, D.2010. A Handbook of Corporate Governance and Social Responsibility, Farnham UK: Gower.
Blair, M. (1995). Ownership and control: Rethinking corporate governance for the twenty-first century. Washington, D.C.: Brookings Institute.
Carver, J. (2006) Boards that make a difference: A new design for leadership in nonprofit and public organizations. San Francisco, CA : Jossey-Bass.
Corbetta, G. & Salvato, C. (2004). “The board of directors in family firms: One size fits all?” Family Business Review, 17(2), pp. 119–134.
Cornforth,C. (Ed.)(2003) The Governance of Public and Non-Profit Organisations: What do boards do? London: Routledge.
Crouch, C. & Maclean, C.(eds.), (2011). The Responsible Corporation in a Global Economy, New York: Oxford University Press.
Donaldson, T. & Preston, L.E. (1995). “The stakeholder theory of the corporation: concepts, evidence and implications”. The Academy of Management Review, 20(1), pp. 65-91.
Ebner, A. & Beck, N. (2008). The Institutions of the Market: Organizations, Social Systems, and Governance, New York: Oxford University Press.
Fama, E. & M. Jensen (1983) “Separation of ownership and control”. Journal of Law and Economics, 26, pp. 301-325.
Fligstein, N. & Freeland, R. (1995). “Theoretical and comparative perspectives on corporate organization”, Annual Review of Sociology, 21, pp. 21-43.
Grandori, A. (ed.) (2004). Corporate Governance and Firm Organization, New York: Oxford University Press.
Hendry, K., & Kiel, G. C. (2004). “The role of the board in firm strategy: Integrating agency and organisational control perspectives”. Corporate Governance, 12(4):500–520.
Huse, M. (2007). Boards, governance and value creation: The human side of corporate governance. Cambridge: Cambridge University Press.
Huse, M. (ed.)(2009). The value creating board: Corporate governance and organizational behaviour, New York: Routledge.
La Porta, R., F. Lopes-de-Silanes & A. Shleifer (1999). “Corporate ownership around the world”. The Journal of Finance, 54(2):471-517.
Mallin, C. (ed.) (2006). Handbook on International Corporate Governance: Country Analyses, Cheltenham: Edward Elgar.
Mintzberg, H. (1984). “Who should control the corporation?” California Management Review, 27(1):90-115.
Sternberg, E. (1997). “The defects of stakeholder theory”, Corporate Governance, 5(1):3-9.
Streeck, W. 2009. Re-forming Capitalism: Institutional Change in the German Political Economy. New York: Oxford University Press.
Walter, J. & Shilling, H. (2009) “UK corporate governance: a radical shift in the landscape?”, Corporate Governance Adviser, 17(5): 25-28
Whitley, R. and Kristensen. P. (eds.). 1997, Governance at Work: The Social Regulation of Economic Relations, Oxford: Oxford University Press.
European Corporate Governance Institute:
International Corporate Governance Network
Institute on Governance http://www.iog.ca/boardgovernance/index.html
Overview of Roles and Responsibilities of Corporate Boards of Directors
The Aspen Institute http://www.aspeninstitute.org/index.asp