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The Role Model of the Board: a preliminary study of the roles of Icelandic boards

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  • Eythor Ivar Jonsson

Abstract

The aim of this paper is to distinguish between different roles of boards of directors in companies and to fit the theoretical debate into a framework for better understanding. A simple framework, constructed from the literature, is used to distinguish between the archetypes of roles from a two‐dimensional perspective. The paper includes a preliminary qualitative study of Icelandic companies with the aim of testing the framework and exploring the roles of boards in Iceland. The study shows that boards have various roles or patterns of roles and that the roles can change with change of circumstances.

Suggested Citation

  • Eythor Ivar Jonsson, 2005. "The Role Model of the Board: a preliminary study of the roles of Icelandic boards," Corporate Governance: An International Review, Wiley Blackwell, vol. 13(5), pages 710-717, September.
    • Handle: RePEc:bla:corgov:v:13:y:2005:i:5:p:710-717
    DOI: 10.1111/j.1467-8683.2005.00462.x
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    References listed on IDEAS

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    1. Stiles, Philip & Taylor, Bernard, 2001. "Boards at Work: How Directors View their Roles and Responsibilities," OUP Catalogue, Oxford University Press, number 9780198288763.
    2. Cadbury, Adrian, 2002. "Corporate Governance and Chairmanship: A Personal View," OUP Catalogue, Oxford University Press, number 9780199252008.
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    Cited by:

    1. Pieter‐Jan Bezemer & Gregory F. Maassen & Frans A. J. Van den Bosch & Henk W. Volberda, 2007. "Investigating the Development of the Internal and External Service Tasks of Non‐executive Directors: the case of the Netherlands (1997–2005)," Corporate Governance: An International Review, Wiley Blackwell, vol. 15(6), pages 1119-1129, November.
    2. Ogege Samson & Boloupremo Tarila, 2014. "Corporate Governance and Financial Performance of Banks: Evidence from Nigeria," Acta Universitatis Danubius. OEconomica, Danubius University of Galati, issue 2(2), pages 216-230, April.
    3. Yeh, Chien Mu & Taylor, Tracy & Hoye, Russell, 2009. "Board roles in organisations with a dual board system: Empirical evidence from Taiwanese nonprofit sport organisations," Sport Management Review, Elsevier, vol. 12(2), pages 91-100, May.
    4. Khlif, Wafa & Clarke, Thomas & Karoui, Lotfi & Seny Kan, Konan A. & Ingley, Coral, 2019. "Governing complexity to challenge neoliberalism? Embedded firms and the prospects of understanding new realities," European Management Journal, Elsevier, vol. 37(5), pages 601-610.
    5. Riyanka Baral & Debasis Patnaik, 2021. "Banking Governance Parameters Differentiated by size: Impact on Agency Cost," Indian Journal of Corporate Governance, , vol. 14(1), pages 86-109, June.
    6. Irene Mostert & Dennis Veltrop & Paula van Veen-Dirks & Jakob de Haan, 2015. "How cognitive conflict and higher levels of board tenure shield boards from high-tenured executives: Evidence from Dutch financial institutions," DNB Working Papers 488, Netherlands Central Bank, Research Department.
    7. Afzalur Rashid, 2013. "CEO duality and agency cost: evidence from Bangladesh," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 17(4), pages 989-1008, November.
    8. 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.
    9. Afzalur Rashid, 2015. "Revisiting Agency Theory: Evidence of Board Independence and Agency Cost from Bangladesh," Journal of Business Ethics, Springer, vol. 130(1), pages 181-198, August.
    10. Eric M. Bosire & Vincent O. Ongore, 2015. "Effects of Board Composition on Financial Performance: Empirical Analysis of Companies Listed at the Nairobi Securities Exchange," International Journal of Economics and Financial Issues, Econjournals, vol. 5(1), pages 23-43.

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