The Dynamics of CEO/Board Relationships

Research in governance and its relationship both to leadership and corporate strategy is relatively sparse. In this paper we argue that the nature of the relationships between the CEO and the board is both a significant gap and a particularity fertile domain for research on corporate performance. First we present summaries of four widely-reported corporate transitions, identifying common themes and generating a set of research questions. Next we suggest two theoretical perspectives which might help order the phenomena. Finally, we sketch out an agenda for researchers interested in these issues.