The role of corporate governance and boards in organisational performance

Cornforth, Chris and Chambers, Naomi (2010). The role of corporate governance and boards in organisational performance. In: Walsh, Kieran; Harvey, Gill and Jas, Pauline eds. Connecting Knowledge and Performance in Public Services: From Knowing to Doing. Cambridge: Cambridge University Press, pp. 99–127.

URL: http://www.cambridge.org/gb/knowledge/isbn/item560...

Abstract

For more than two decades, successive UK governments have been concerned with modernising the delivery of public services and seeking performance improvements. As part of this drive, corporate governance arrangements across the sector have been reformed and much greater attention has been paid to the training, development and support of those serving on governing bodies and boards. An underlying assumption of these shifts in policy is that improvements in corporate governance arrangements, and in particular the working of boards, will lead to improvements in effectiveness. This chapter examines what evidence there is to support that assumption.

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