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Boards of Steel: The Role and Contribution of the Non-executive Director (NED)

In: Global Boards

Author

Listed:
  • Nada Kakabadse

    (Northampton University)

  • Oleg Yu Tsvetkov

    (JSC Severstal)

  • Vlad Udaltsov

    (OAO Severstal)

  • Andrew Kakabadse

    (Cranfield University)

Abstract

Corporate governance is considered to be a pivotal subject in terms of organizational effectiveness and sustainability. In fact, the debate over the nature of the improvement of governance systems continues. The traditional focus on the separation of control from ownership is seen as key to determining the company’s strategic development — in effect to steward how power is exercised (Berle and Means, 1932). From there on in, it took nearly 40 years of scholarly study (Mace, 1971) to ascertain ‘what Directors really do?’ With certain basics in place, the focus now is on relationships and interactions amongst the different actors of the firm, board of directors, senior managers, shareholders and other corporate stakeholders (Tricker, 1996; Cochran and Wartrick, 1988; Mace, 1971).

Suggested Citation

  • Nada Kakabadse & Oleg Yu Tsvetkov & Vlad Udaltsov & Andrew Kakabadse, 2009. "Boards of Steel: The Role and Contribution of the Non-executive Director (NED)," Palgrave Macmillan Books, in: Andrew Kakabadse & Nada Kakabadse (ed.), Global Boards, chapter 7, pages 170-196, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-25051-2_8
    DOI: 10.1057/9780230250512_8
    as

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