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An Organizational Portfolio Theory of Board Composition

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  • Peter Heslin
  • Lex Donaldson

Abstract

A new theory of organizational change and success has recently been proposed, organizational portfolio theory (Donaldson, 1999). One purpose of this theory is to provide a fresh perspective on the determinants and consequences of board composition. After outlining organizational portfolio theory, this paper suggests some implications of the new theory for understanding the dynamic relationship between board composition and firm performance.

Suggested Citation

  • Peter Heslin & Lex Donaldson, 1999. "An Organizational Portfolio Theory of Board Composition," Corporate Governance: An International Review, Wiley Blackwell, vol. 7(1), pages 81-88, January.
    • Handle: RePEc:bla:corgov:v:7:y:1999:i:1:p:81-88
    DOI: 10.1111/1467-8683.00131
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    Cited by:

    1. Maquieira, Carlos P. & Arias, José T. & Espinosa-Méndez, Christian, 2024. "The impact of ESG on the default risk of family firms: International evidence," Research in International Business and Finance, Elsevier, vol. 67(PA).
    2. Brennan, Niamh M., 2021. "Connecting earnings management to the real World:What happens in the black box of the boardroom?," The British Accounting Review, Elsevier, vol. 53(6).
    3. repec:eme:arjpps:v:22:y:2009:i:2:p:196-212 is not listed on IDEAS
    4. Daniel Ştefan Armeanu & Georgeta Vintilă & Ştefan Cristian Gherghina & Dan Cosmin Petrache, 2017. "Approaches on Correlation between Board of Directors and Risk Management in Resilient Economies," Sustainability, MDPI, vol. 9(2), pages 1-15, January.

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