Aberbach, J.D., & Rockman, B.A. (2002). Conducting and coding elite interviews. Political Science & Politics, 35(4), 673-676. https://doi.org/10.1017/S1049096502001142
Alvesson, M., Hardy, C., & Harley, B. (2018). Reflecting on reflexivity: reflexive textual practices in organizational and management theory. Journal of Management Studies, 45(3): 480-501. https://doi.org/10.1111/j.1467-6486.2007.00765.x
Bailey, B.C., & Peck, S.I. (2013). Boardroom Strategic Decision‐Making Style: Understanding the Antecedents. Corporate Governance: An International Review, 21(2), 31-146. https://doi.org/10.1111/corg.12008
Banerjee, A., Nordqvist, M. & Hellerstedt, K., (2020). The role of the board chair—A literature review and suggestions for future research. Corporate Governance: An International Review, 28(6), 372-405. https://doi.org/10.1111/corg.12350
Bansal, P., Smith, W. K., & Vaara, E. (2018). New ways of seeing through qualitative research. Academy of management journal, 61(4), 1189-1195. https://doi.org/10.5465/amj.2018.4004
Barbero, J. L., Martínez, J. A., & Moreno, A. M. (2020). Should declining firms be aggressive during the retrenchment process?. Journal of Management, 46(5), 694-725. https://doi.org/10.1177/0149206318811563
Benner, M. J., & Ranganathan, R. (2012). “Offsetting illegitimacy” How pressures from securities analysts influence incumbents in the face of new technologies. Academy of Management Journal, 55: 213–33. https://doi.org/10.5465/amj.2009.0530
Berry, J.M. (2002). Validity and reliability issues in elite interviewing. Political Science & Politics, 35(4), 679-682. https://doi.org/10.1017/S1049096502001166
Bezemer, P.J., Nicholson, G. & Pugliese, A., (2018). The influence of board chairs on director engagement: A case‐based exploration of boardroom decision‐making. Corporate Governance: An International Review, 26(3), 219-234. https://doi.org/10.1111/corg.12234
Boivie, S., Withers, M. C., Graffin, S. D., & Corley, K. G. (2021). Corporate directors' implicit theories of the roles and duties of boards. Strategic Management Journal, 42(9), 1662-1695. https://doi.org/10.1002/smj.3320
Boyatzis, R. E. (1998). Transforming qualitative information: Thematic analysis and code development. Thousand Oaks, CA, Sage.
Boyd, B. K. (1995). CEO duality and firm performance: A contingency model. Strategic Management Journal, 16(4), 301–312. https://doi.org/10.1002/smj.4250160404
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101. https://doi.org/10.1191/1478088706qp063oa
Broome, L., & Krawiec, K. D. (2008). Signaling through board diversity: Is anyone listening. University of Cincinnati Law Review, 77, 431–464.
Carroll, B., Ingley, C., & Inkson, K. (2017). Boardthink: Exploring the discourses and mind-sets of directors. Journal of Management & Organization, 23(5), 606-620. https://doi.org/10.1017/jmo.2017.36
Carter, C. B., & Lorsch, J. W. (2004). Back to the drawing board: Designing corporate boards for a complex world. Boston, MA, Harvard Business School Press.
Certo, S.T., Daily, C.M., & Dalton, D.R. (2001). Signaling firm value through board structure: an investigation of initial public offerings. Entrepreneurship: Theory & Practice, 26(2), 33–50. https://doi.org/10.1177/104225870102600202
Clarke, V., & Braun, V. (2014). Thematic analysis. In T. Teo (Ed.), Encyclopedia of critical psychology (pp. 1947–1952). Springer. https://doi.org/10.1007/978-1-4614-5583-7_311
Coles, J. W., McWilliams, V. B., & Sen, N. (2001). An examination of the relationship of governance mechanisms to performance. Journal of Management, 27(1), 23–50. https://doi.org/10.1016/S0149-2063(00)00085-4
Creswell, J. (2007). Qualitative inquiry and research design: Choosing among five approaches, 2nd Ed. Thousand Oaks, CA, Sage.
Daily, C. M. (1996). Governance patterns in bankruptcy reorganizations. Strategic Management Journal, 17(5), 355-375. https://doi.org/10.1002/(SICI)1097-0266(199605)17:5<355::AID-SMJ813>3.0.CO;2-S
Daily, C. M., & Dalton, D. R. (1993). Board of directors leadership and structure: Control and performance implications. Entrepreneurship: Theory and Practice, 17(3), 65–82. https://doi.org/10.1177/10422587930170030
Dechow, P. M., Sloan, R. G., & Sweeney, A. P. (1996). Causes and consequences of earnings manipulation: An analysis of firms subject to enforcement actions by the SEC. Contemporary Accounting Research, 13, 1–36. https://doi.org/10.1111/j.1911-3846.1996.tb00489.x
Dowell, G. W., Shackell, M. B., & Stuart, N. V. (2011). Boards, CEOs, and surviving a financial crisis: Evidence from the internet shakeout. Strategic Management Journal, 32(10), 1025-1045. https://doi.org/10.1002/smj.923
Donaldson, L. (1990). The ethereal hand: Organizational economics and management theory. Academy of Management Review, 15(3), 369–381. https://doi.org/10.5465/amr.1990.4308806
Donaldson, L., & Davis, J. H. (1991). Stewardship theory or agency theory: CEO governance and shareholder returns. Australian Journal of Management, 16(1), 49–65. https://doi.org/10.1177/031289629101600103
Engbers, M., & Khapova, S. N. (2024). How boards manage the tension between cognitive conflict and cohesiveness: Illuminating the four board conflict climates. Corporate Governance: An International Review, 32(1), 63-88. https://doi.org/10.1111/corg.12516
Finkelstein, S. & D'aveni, R.A., (1994). CEO duality as a double-edged sword: How boards of directors balance entrenchment avoidance and unity of command. Academy of Management journal, 37(5), 1079-1108. https://doi.org/10.5465/256667
Finkelstein, S., & Mooney, A. C. (2003). Not the usual suspects: How to use board process to make boards better. Academy of Management Executive, 17(2), 101–113. https://doi.org/10.5465/ame.2003.10025204
Forbes, D. P., & Milliken, F. J. (1999). Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Review, 24(3), 489–505. https://doi.org/10.5465/amr.1999.2202133
Fama, E. F., & Jensen, M. C. (1983). Separation of ownership and control. The journal of law and Economics, 26(2), 301-325. https://doi.org/10.1086/467037
Francis, J. J., Johnston, M., Robertson, C., Glidewell, L., Entwistle, V., Eccles, M. P. & Grimshaw, J. M. (2010). What is an adequate sample size? Operationalising data saturation for theory-based interview studies. Psychology and Health, 25(10), 1229–1245. https://doi.org/10.1080/08870440903194015
Financial Reporting Council (2018). Guidance on Board Effectiveness. London: Financial Reporting Council. https://media.frc.org.uk/documents/Guidance_on_Board_Effectiveness_MmfcOrz.pdf
Financial Reporting Council (2024). The UK Corporate Governance Code. London: Financial Reporting Council. https://media.frc.org.uk/documents/UK_Corporate_Governance_Code_2024_ofM100g.pdf
Gabrielsson, J., & Huse, M. (2004). Context, behaviour, and evolution: Challenges in research on boards and governance. International Studies of Management & Organization, 34(2), 11-36. https://doi.org/10.1080/00208825.2004.11043704
Garratt, B. (1999). Developing effective directors and building dynamic boards. Long Range Planning, 32(1), 28–35.
Goyal, R., Kakabadse, N., Kakabadse, A., & Talbot, D. (2024). Seven mantras for board chair effectiveness—an enlightened approach for the 21st century. Journal of Management Inquiry, 10564926231224213. https://doi.org/10.1177/10564926231224213
Haleblian, J., & Finkelstein, S. (1993). Top management team size, CEO dominance, and firm performance: The moderating roles of environmental turbulence and discretion. Academy of Management Journal, 36(4), 844–863. https://doi.org/10.5465/256761
Hambrick, D.C., Finkelstein, S., & Mooney, A.C. (2005). Executive Job Demands: new insights for explaining strategic decisions and leader behaviours. Academy of Management Review, 30(3), 472-491. https://doi.org/10.5465/amr.2005.17293355
Hambrick, D.C., Werder, A.V., & Zajac, E.J. (2008). New directions in corporate governance research. Organization Science, 19(3), 381-385. https://doi.org/10.1287/orsc.1080.0361
Hayfield, N., & Huxley, C. (2015). Insider and outsider perspectives: reflections on researcher identities in researcher with lesbian and bisexual women. Qualitative Research in Psychology, 12(2): 91-106. https://doi.org/10.1080/14780887.2014.918224
Hillman, A. J., Cannella, A. A., & Paetzold, R. L. (2000). The resource dependence role of corporate directors: Strategic adaptation of board composition in response to environmental change. Journal of Management studies, 37(2), 235-256. https://doi.org/10.1111/1467-6486.00179
Hillman, A. J., Withers, M. C., & Collins, B. J. (2009). Resource dependence theory: A review. Journal of management, 35(6), 1404-1427. https://doi.org/10.1177/01492063093434
Hillman, A. J., Zardkoohi, A., & Bierman, L. (1999). Corporate political strategies and firm performance: indications of firm‐specific benefits from personal service in the US government. Strategic management journal, 20(1), 67-81. https://doi.org/10.1002/(SICI)1097-0266(199901)20:1<67::AID-SMJ22>3.0.CO;2-T
Hoppmann, J., Naegele, F., & Girod, B. (2019). Boards as a source of inertia: Examining the internal challenges and dynamics of boards of directors in times of environmental discontinuities. Academy of Management Journal, 62(2), 437-468. https://doi.org/10.5465/amj.2016.1091
Hoppmann, J., Naegele, F., & Girod, B. (2019). Boards as a source of inertia: Examining the internal challenges and dynamics of boards of directors in times of environmental discontinuities. Academy of Management Journal, 62(2), 437-468. https://doi.org/10.5465/amj.2016.1091
Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3, 305–360.
Kakabadse, A. P., & Kakabadse, N. K. (2007). The return of the chairman. Business Strategy Review, 18(4) 62–65. https://doi.org/10.1111/j.1467-8616.2007.00501.x
Kakabadse, A. P., Kakabadse, N. K., & Barratt, R. (2006). Chairman and chief executive officer (CEO): That sacred and secret relationship. Journal of Management Development, 25(2), 134–150. https://doi.org/10.1108/02621710610645126
Kakabadse, A. P., Kakabadse, N. K., & Knyght, R. (2010). The “chemistry factor” in the chairman/CEO relationship. European Management Journal, 28(4), 285–296. https://doi.org/10.1016/j.emj.2010.05.001
Kakabadse, N. K, & Louchart, E. S. (2012). Delicate empiricism: an action learning approach to elite interviewing. In A. P. Kakabadse & N.K. Kakabadse (Eds.), Global Elites: The Opaque Nature of Transnational Policy Determination (pp. 286–307). Basingstoke, Palgrave Macmillan. https://doi.org/10.1057/9780230362406_17
Kakabadse, A., Ward, K., Kakabadse, N. & Bowman, C. (2001). Role and contribution of non-executive directors. Corporate Governance: The International Journal of Effective Board Performance, 1(1), 4–8. https://doi.org/10.1108/EUM0000000005455
Kincaid, H.V., & Bright, M. (1957). Interviewing the business elite. American Journal of Sociology, 63(3), 304-311. https://doi.org/10.1086/222223
Kotter, J. P. (2007). Leading change: Why transformation efforts fail. In Museum management and marketing (pp. 20-29). Routledge. https://doi.org/10.4324/9780203964194
Krause, R. (2017). Being the CEO's boss: An examination of board chair orientations. Strategic Management Journal, 38(3), 697-713. https://doi.org/10.1002/smj.2500
Krause, R., Semadeni, M., & Withers, M. C. (2016). That special someone: When the board views its chair as a resource. Strategic Management Journal, 37(9), 1990-2002. https://doi.org/10.1002/smj.2444
Krause, R., Withers, M. C., & Waller, M. J. (2024). Leading the Board in a Crisis: Strategy and Performance Implications of Board Chair Directive Leadership. Journal of Management, 50(2), 654-684. https://doi.org/10.1177/0149206322112158
Lang, J. R., & Lockhart, D. E. (1990). Increased environmental uncertainty and changes in board linkage patterns. Academy of Management Journal, 33(1), 106-128. https://doi.org/10.5465/256354
Leblanc, R. W. (2004). What’s wrong with corporate governance: A note. Corporate Governance: An International Review, 12(4), 436–441. https://doi.org/10.1111/j.1467-8683.2004.00385.x
Leblanc, R., & Gillies, J. (2005). Inside the boardroom. Canada, John Wiley & Sons.
Leblanc, R., & Schwartz, M.S. (2007). The black box of board process: Gaining access to a difficult subject. Corporate Governance: An International Review, 15(5), 843-851. https://doi.org/10.1111/j.1467-8683.2007.00617.x
Levrau, A., & Van den Berghe, L. (2013). Perspectives on the decision-making style of the board chair. International Journal of Disclosure and Governance, 10(2), 105–121. https://doi.org/10.1057/jdg.2013.18
Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Sage Publications.
Lorsch, J. W., & MacIver, E. (1989). Pawns or potentates: The reality of America’s corporate boards. Boston, MA, Harvard Business School Press.
Lorsch, J.W., & Zelleke, A. (2005). Should the CEO be the chairman? Sloan Management Review, 46(2), 71–74. https://www.proquest.com/scholarly-journals/should-ceo-be-chairman/docview/224961949/se-2
Lynn, M.L. (2005). Organizational buffering: Managing boundaries and cores. Organization Studies, 26(1), 37-61. https://doi.org/10.1177/0170840605046348
Mace, M. L. G. (1971). Directors: Myth and reality. Cambridge, MA: Harvard University Press.
Makri, C., & Neely, A. (2021). Grounded Theory: A Guide for Exploratory Studies in Management Research. International Journal of Qualitative Methods, 20. https://doi.org/10.1177/16094069211013654
Mannor, M.J., Wowak, A.J., Bartkus, V.O., & Gomez-Mejia, L.R. (2016). Heavy lies the crown? How job anxiety affects top executive decision making in gain and loss contexts. Strategic Management Journal, 37(9), 1968-1989. https://doi.org/10.1002/smj.2425
Manson-Bish, H. (2019). The elite delusion: reflexivity, identity and positionality in qualitative research. Qualitative Research, 19(3): 263-276. https://doi.org/10.1177/1468794118770078
McCabe, M., & Nowak, M. (2008). The independent director on the board of company directors. Managerial Auditing Journal, 23(6), 545–566. https://doi.org/10.1108/02686900810882101
McDonald, M.L., & Westphal, J.D. (2010). A little help here? Board control, CEO identification with the corporate elite, and strategic help provided to CEOs at other firms. Academy of Management, 53(2), 343-370. https://doi.org/10.5465/amj.2010.49389006
McNulty, T., Pettigrew, A., Jobome, G., & Morris, C. (2011). The role, power and influence of company chairs. Journal of Management and Governance, 15, 1-121. https://doi.org/10.1007/s10997-009-9119-4
McNulty, T., Zattoni, A. & Douglas, T. (2013). Developing corporate governance research through qualitative methods: A review of previous studies. Corporate Governance: An International Review, 21(2), 83-198. https://doi.org/10.1111/corg.12006
Morais, F., Kakabadse, A. & Kakabadse, N. (2018). The chair and CEO roles interaction and responses to strategic tensions. Corporate Governance, 18(1),143-164. https://doi.org/10.1108/CG-05-2017-0092
Morais, F., Kakabadse, A., & Kakabadse, N. K. (2019). Dealing with strategic tensions on the board: the role of the chair in fostering engagement and debate. In Research handbook on boards of directors (pp. 31-48). Edward Elgar Publishing. https://doi.org/10.4337/9781786439758.00010
Morais, F., Kakabadse, A. & Kakabadse, N., (2020). Leading through discontinuous change: A typology of problems and leadership approaches in UK boards. Long range planning, 53(2), 101870. https://doi.org/10.1016/j.lrp.2019.02.003
Mueller, G. C., & Barker III, V. L. (1997). Upper echelons and board characteristics of turnaround and nonturnaround declining firms. Journal of Business Research, 39(2), 119-134. https://doi.org/10.1016/S0148-2963(96)00147-6
Nowell, L. S., Norris, J. M., White, D. E., & Moules, N. J. (2017). Thematic analysis: Striving to meet the trustworthiness criteria. International Journal of Qualitative Methods, 16(1), 1–13. https://doi.org/10.1177/1609406917733847
Oliver, A. G., Krause, R., Busenbark, J. R., & Kalm, M. (2018). BS in the boardroom: Benevolent sexism and board chair orientations. Strategic Management Journal, 39(1), 113-130. https://doi.org/10.1002/smj.2698
Orr, K., & Bennett, M. (2009). Reflexivity in the co-production of academic-practitioner research. Qualitative Research in Organizations and Management: An International Journal, 4(1): 85-102. https://doi.org/10.1108/17465640910951462
Parker, H. (1990). The company chairman: His role and responsibilities. Long Range Planning, 23(4), 35–43. https://doi.org/10.1016/0024-6301(90)90150-3
Patton, M. Q. (2014). Qualitative research & evaluation methods: Integrating theory and practice. Sage publications.
Pettigrew, A., & McNulty, T. (1995). Power and influence in and around the boardroom. Human Relations, 48(8), 845–873. https://doi.org/10.1177/001872679504800802
Pfeffer, J. (1972). Interorganizational influence and managerial attitudes. Academy of Management Journal, 15(3), 317-330. https://doi.org/10.5465/254856
Pfeffer, J. (2019). Size and composition of corporate boards of directors: The organization and its environment. In Corporate governance (pp. 53-64). Gower.
Pfeffer, J., & Salancik GR. (1978). The External Control of Organizations. Harper and Row: New York.
Pye, A. (2000). Changing scenes in, from and outside the boardroom: UK corporate governance in practice from 1989 to 1999. Corporate Governance: An International Review, 8(4), 335–346. https://doi.org/10.1111/1467-8683.00212
Pye, A. (2005). The importance of context and time for understanding board behavior. International Studies of Management & Organization, 34(2), 63–89. https://doi.org/10.1080/00208825.2004.11043700
Rechner, P. L., & Dalton, D. R. (1991). CEO duality and organizational performance: A longitudinal analysis. Strategic Management Journal, 12(2), 155–160. https://doi.org/10.1002/smj.4250120206
Roberts, J. (2002). Building the complementary board. The work of the Plc chairman. Long Range Planning, 35(5), 493–520. https://doi.org/10.1016/S0024-6301(02)00106-1
Roberts, J., McNulty, T., & Stiles, P. (2005). Beyond agency conceptions of the work of the non‐executive director: Creating accountability in the boardroom. British journal of management, 16, S5-S26. https://doi.org/10.1111/j.1467-8551.2005.00444.x
Roberts, J., & Stiles, P. (1999). The relationship between chairmen and chief executives: Competitive or complementary roles? Long Range Planning, 32(1), 36–48. https://doi.org/10.1016/S0024-6301(98)00123-X
Saunders, M. N. K., & Townsend, K. (2016). Reporting and justifying the number of interview participants in organisation and workplace research. British Journal of Management, 27(4), 836-852. https://doi.org/10.1111/1467-8551.12182
Schaedler, L., Graf-Vlachy, L., & König, A. (2022). Strategic leadership in organizational crises: A review and research agenda. Long Range Planning, 55(2), 102156. https://doi.org/10.1016/j.lrp.2021.102156
Shekshnia, S. (2018). How to be a good board chair. Harvard Business Review, 96(2), 96-105. https://hbr.org/2018/03/how-to-be-a-good-board-chair
Slatter, S. S. P., & Lovett, D. (1999). Corporate recovery: Managing companies in distress. Washington, DC, Beard Books.
Schmitt, A., Probst, G., & Tushman, M. (2020). The Role of the Board Chair during Crisis. Harvard Business Review. https://sloanreview.mit.edu/article/the-role-of-the-board-chair-during-a-crisis/
Spencer Stuart. (2023). 2023 UK Spencer Stuart Board Index. https://www.spencerstuart.com/research-and-insight/uk-board-index/diversity
Spira, L. F., & Bender, R. (2004). Compare and contrast: Perspectives on board committees. Corporate Governance: an international review, 12(4), 489-499. https://doi.org/10.1111/j.1467-8683.2004.00389.x
Stewart, R. (1991). Chairmen and chief executives: An exploration of their relationship. Journal of Management Studies, 28(5), 511-528. https://doi.org/10.1111/j.1467-6486.1991.tb00766.x
Sundaramurthy, C., & Lewis, M. (2003). Control and collaboration: Paradoxes of governance. Academy of management review, 28(3), 397-415. https://doi.org/10.5465/amr.2003.10196737
Taylor, B. (2001). From corporate governance to corporate entrepreneurship. Journal of Change Management, 2(2), 128–147. https://doi.org/10.1080/714042492
Vila-Henninger, L., Dupuy, C., Van Ingelgom, V., Caprioli, M., Teuber, F., Pennetreau, D., Bussi, M., & Le Gall, C. (2024). Abductive coding: Theory building and qualitative (re) analysis. Sociological Methods & Research, 53(2), 968-1001. https://doi.org/10.1177/00491241211067508
Veltrop, D.B., Bezemer, P.J., Nicholson, G. & Pugliese, A., (2021). Too unsafe to monitor? How board–CEO cognitive conflict and chair leadership shape outside director monitoring. Academy of Management Journal, 64(1): 207-234. https://doi.org/10.5465/amj.2017.1256
Westphal, J. D., & Fredrickson, J. W. (2001). Who directs strategic change? Director experience, the selection of new CEOs, and change in corporate strategy. Strategic Management Journal, 22(12), 1113-1137. https://doi.org/10.1002/smj.205
Westphal, J. D., & Graebner, M. E. (2010). A matter of appearances: How corporate leaders manage the impressions of financial analysts about the conduct of their boards. Academy of Management Journal, 53(1), 15-44. https://doi.org/10.5465/amj.2010.48036721
Wiersema, M. F., & Zhang, Y. (2011). CEO dismissal: The role of investment analysts. Strategic Management Journal, 32(11), 1161-1182. https://doi.org/10.1002/smj.932
Withers, M.C., & Fitza, M.A. (2017). Do board chairs matter? The influence of board chairs on firm performance. Strategic Management Journal, 38(6), 1343-1355. https://doi.org/10.1002/smj.2587
Yu, F. F. (2008). Analyst coverage and earnings management. Journal of financial economics, 88(2), 245-271. https://doi.org/10.1016/j.jfineco.2007.05.008
Yu, M. (2023). CEO duality and firm performance: A systematic review and research agenda. European Management Review, 20(2), 346-358. https://doi.org/10.1111/emre.12522
Zhang, Y., & Rajagopalan, N. (2004). When the known devil is better than an unknown god: An empirical study of the antecedents and consequences of relay CEO successions. Academy of Management Journal, 47(4), 483–500. https://doi.org/10.5465/20159598
Zheng, W., Singh, K., & Mitchell, W. (2015). Buffering and enabling: The impact of interlocking political ties on firm survival and sales growth. Strategic Management Journal, 36(11), 1615-1636. https://doi.org/10.1002/smj.2301