Authors: Chris Bart
Addresses: Business Policy Strategy and Governance, DeGroote School of Business, McMaster University, Hamilton, Ont. L8S 4M4, Canada
Abstract: This paper presents a preliminary progress report into the governance role that boards play (and should play) in the strategic planning process. It reports on whether the nature and degree of their involvement (or lack thereof) in certain strategic planning activities is positively associated with selected performance outcomes. The findings indicate that, surprisingly, a board|s involvement in reviewing and discussing its organisation|s financial statements may not be adding the kind of value that organisations look to receive from their board of directors.
Keywords: corporate strategy; mission; vision; corporate governance; boards; performance; strategic planning.
International Journal of Business Governance and Ethics, 2004 Vol.1 No.2/3, pp.111 - 125
Available online: 16 Sep 2004 *Full-text access for editors Access for subscribers Purchase this article Comment on this article