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Corporate Directing: governing, strategising and leading in action

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  • Annie Pye

Abstract

This paper elaborates the concept of corporate directing, integrating the processes of governing, strategising and leading by which small groups of people effectively “run” organisations. If governing and strategising are the warp and weft of this fabric, then leading is the textural imprint that is created through the enacting of corporate directing. Based on two ESRC–funded research projects (1987–9 and 1998–2000), it offers data on which this concept is based, drawn from large UK plcs (e.g. Prudential, Marks & Spencer) and selected institutional investors (e.g. Hermes, Philips and Drew).

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  • Annie Pye, 2002. "Corporate Directing: governing, strategising and leading in action," Corporate Governance: An International Review, Wiley Blackwell, vol. 10(3), pages 153-162, July.
    • Handle: RePEc:bla:corgov:v:10:y:2002:i:3:p:153-162
    DOI: 10.1111/1467-8683.00280
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    Cited by:

    1. Ferkins, Lesley & Shilbury, David & O’Boyle, Ian, 2018. "Leadership in governance: Exploring collective board leadership in sport governance systems," Sport Management Review, Elsevier, vol. 21(3), pages 221-231.
    2. Conan Hom & Danny Samson & Christina Cregan & Peter Cebon, 2022. "Director independence: Going beyond misaligned incentives to resource dependence," Australian Journal of Management, Australian School of Business, vol. 47(1), pages 53-78, February.
    3. Concannon, Margaret & Nordberg, Donald, 2018. "Boards strategizing in liminal spaces: Process and practice, formal and informal," European Management Journal, Elsevier, vol. 36(1), pages 71-82.
    4. Niamh Brennan, 2006. "Boards of Directors and Firm Performance: is there an expectations gap?," Corporate Governance: An International Review, Wiley Blackwell, vol. 14(6), pages 577-593, November.
    5. Niamh Brennan, 2010. "A review of corporate governance research : an Irish perspective," Open Access publications 10197/2962, Research Repository, University College Dublin.
    6. Åberg, Carl & Bankewitz, Max & Knockaert, Mirjam, 2019. "Service tasks of board of directors: A literature review and research agenda in an era of new governance practices," European Management Journal, Elsevier, vol. 37(5), pages 648-663.
    7. William B. Stevenson & Robert F. Radin, 2009. "Social Capital and Social Influence on the Board of Directors," Journal of Management Studies, Wiley Blackwell, vol. 46(1), pages 16-44, January.
    8. John Buchanan & Dominic Heesang Chai & Simon Deakin, 2013. "Agency Theory in Practice: A Qualitative Study of Hedge Fund Activism in Japan," Working Papers wp448, Centre for Business Research, University of Cambridge.
    9. Ooi, Chai-Aun & Hooy, Chee-Wooi & Mat Som, Ahmad Puad, 2015. "Diversity in human and social capital: Empirical evidence from Asian tourism firms in corporate board composition," Tourism Management, Elsevier, vol. 48(C), pages 139-153.

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