The central question addressed is: how do boards plan and align their activities to fulfil stakeholder requirements? To answer this question the research investigated extant literature and conducted an interview based study to assess how boards of directors plan their board strategy and conduct performance management incorporating stakeholder requirements.
The study was motivated by the need for improvement in boards, that is, by the need to improve both the way they plan a board strategy and the way they conduct an effective performance management that is closely linked to the satisfaction of stakeholder requirements. The purpose of this study was to assess how this is done today, to understand why it is done this way, and to propose how it can be done better in future.
This is a qualitative study based on the grounded theory methodology. Interviews were conducted with participants who chair a total of 36 boards and hold 65 seats as ordinary board members at Swiss medium sized companies in several sectors. The interviews were analysed to understand which methodology would be appropriate to plan a board strategy and to conduct board performance management. The analysis also revealed the phenomenon why chairmen usually do not plan a board strategy - even though they admitted that such a strategy might be useful. Further, a grounded theory was able to be developed.
The main claims based on the findings of this study are: a) The strategy-map and BSC are indeed appropriate to plan a board strategy and to conduct board performance management, and b) In this study a grounded theory was developed that explains why chairmen, being on top of the company, usually do not apply well-known methods to formally plan a board strategy. The cause of this behaviour seems to be founded in the chairman’s willingness to develop themselves or not.
Inhaltsverzeichnis (Table of Contents)
- DECLARATION
- ACKNOWLEDGMENTS
- ABSTRACT
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This research aims to investigate how boards of directors plan and align their activities to meet stakeholder requirements. The study examines current practices in Swiss medium-sized companies and proposes a stakeholder-driven approach to board strategy and performance management.
- Board strategy development and implementation
- Performance management aligned with stakeholder needs
- The role of the chairman in strategic decision-making
- The effectiveness of frameworks like the Balanced Scorecard for board governance
- The development of a grounded theory to explain board behavior
Zusammenfassung der Kapitel (Chapter Summaries)
This section summarizes the main chapters of the research, excluding the conclusion or any sections containing major revelations or spoilers.
- DECLARATION: This section outlines the author's declaration of originality and consent for the use of the dissertation.
- ACKNOWLEDGMENTS: This section expresses gratitude to individuals who contributed to the research.
- ABSTRACT: This section provides a concise overview of the research's central question, methodology, findings, and implications.
Schlüsselwörter (Keywords)
The core focus of this research lies in understanding the dynamics of board strategy and performance management. Key terms include board of directors, board strategy, board performance management, strategy-map, balanced scorecard, board scorecard, corporate governance, and grounded theory. This research investigates the current practices in Swiss medium-sized companies, examining the effectiveness of frameworks like the Balanced Scorecard and proposing a stakeholder-driven approach to board governance.
- Quote paper
- Mike Portworsnick (Author), 2016, Board strategy and performance management at Swiss medium sized companies. A proposal for a stakeholder driven approach, Munich, GRIN Verlag, https://www.grin.com/document/341958
