Researching the dynamics of board—stakeholder relations

Abstract

Academics and business executives are frustrated because of the ambiguous results in research into boards of directors. This article criticises mainstream research about directors and presents the results of a study, conducted in a Scandinavian research tradition. This study shows how interactions between the board and external and internal stakeholders influence board roles and how trust and emotions affect the effectiveness of the board. A new model for board activities is introduced and the implications for research and practice are discussed.