Senior executives and their boards: toward a more involved director
Abstract
Purpose
The aim of this paper is to explore the opportunities and barriers facing senior executives in supporting boards of directors in assuming an enhanced strategic function.
Design/methodology/approach
Semi‐structured interviews with ten senior executives in four major publically listed Australian companies were conducted.
Findings
Senior executives can do more to enable the strategic functioning of their boards. However, barriers, both perceived and real, often prevent or deter them from doing so. The conclusion is that boards and senior directors need to forge a more productive relationship to better serve the company's interests.
Research limitations/implications
The paper serves as exploratory research in an under‐researched topic and may provide a platform for further, in‐depth research. Limitations of the study include the small sample size and the fact that the study was restricted to Australia and therefore this study's conclusions may not be transferable to other countries.
Practical implications
Practitioners, especially senior managers and training and development specialists, may better identify ways in which directors can be assisted to contribute more to strategic processes.
Originality/value
The paper builds on existing literature by capturing the views of senior executives and presenting an Australian perspective. The paper explains challenges and opportunities for senior executives in developing closer working relationships with the company's directors
Keywords
Citation
Davis, P.J. (2013), "Senior executives and their boards: toward a more involved director", Journal of Business Strategy, Vol. 34 No. 1, pp. 30-40. https://doi.org/10.1108/02756661311301765
Publisher
:Emerald Group Publishing Limited
Copyright © 2013, Emerald Group Publishing Limited