The Open UniversitySkip to content
 

Power relations between boards and senior managers in the governance of public and non-profit organisations

Cornforth, Chris (1999). Power relations between boards and senior managers in the governance of public and non-profit organisations. In: 2nd International Conference on Corporate Governance and Direction, 13-15 October 1999, Henley Management College, UK.

Full text available as:
[img]
Preview
PDF (Not Set) - Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader
Download (180Kb)
Google Scholar: Look up in Google Scholar

Abstract

This paper presents the findings of an in depth study of power relations between boards and senior managers in four organisations: a school and a FE college from the public sector and a national overseas development agency and a community-based organisation from the voluntary sector. Unlike many previous studies of boards this study draws on observations of what happened inside the boardroom as well as interviews and the analysis of board documents. Pettigrew and McNulty's (1995) tripartite model of power and influence is used to analyse and compare power relations in the four organisations. The paper argues that neither agency theory nor managerial hegemony theory adequately explains board power relations. In particular it highlights how differences in expertise and skill, and board processes and procedure helped shape different patterns of power.

Item Type: Conference Item
Academic Unit/Department: Open University Business School
Item ID: 15399
Depositing User: Beryl Ridgway
Date Deposited: 02 Apr 2009 15:01
Last Modified: 25 Oct 2012 02:38
URI: http://oro.open.ac.uk/id/eprint/15399
Share this page:

Actions (login may be required)

View Item
Report issue / request change

Policies | Disclaimer

© The Open University   + 44 (0)870 333 4340   general-enquiries@open.ac.uk