Board Influence and Interaction with University Management

Niels Ejersbo, Carsten Greve

Publikation: Bidrag til bog/antologi/rapportBidrag til bog/antologiForskningpeer review

Resumé

Many public sector institutions have over the past decade been through reforms of their governance structure. A common feature of these reforms has been an introduction of boards (Hinna, De Nito & Mangia 2010). The introduction of boards is inspired by the governance structure in private companies, where the board of directors is an intermediary between the firm’s stakeholders and its top management team (Thomsen & Conyon 2012: 142). In a public sector setting the boards are intermediary between the political level (the relevant ministry) and the management of the public institution. The boards have several roles such as controlling and holding the management accountable, giving advice, acting as representatives or as contact to networks and external actors (Van den Berghe & Levrau 2004; McNulty & Pettigrew 1999; Cornforth 2003). However, we have little knowledge about how the board interacts with other internal actors and how the board influences different levels of the organization. Part of the literature on boards also questions the influence of boards and argues that they are no more than “rubber stamps” (Farrell 2005: 93). Most of the literature and studies on boards concerns private companies, but with an increased use of boards in public sector institutions, we lack knowledge about the functioning and interaction of boards in the public sector. Based on a behavioral approach, this chapter will give new knowledge about the interaction between boards and management at different levels of the organization by addressing the following research questions: How influential are boards? and How do boards interact with management?
OriginalsprogEngelsk
TitelGoverning the Reformed University
RedaktørerNiels Ejersbo, Carsten Greve, Signe Pihl-Thingvad
Antal sider14
Udgivelses stedNew York
ForlagRoutledge
Publikationsdato2020
Sider67-80
Kapitel5
ISBN (Trykt)9781138068421
ISBN (Elektronisk)9781315157979
DOI
StatusUdgivet - 2020
NavnRoutledge Critical Studies in Public Management

Citer dette

Ejersbo, N., & Greve, C. (2020). Board Influence and Interaction with University Management. I N. Ejersbo, C. Greve, & S. Pihl-Thingvad (red.), Governing the Reformed University (s. 67-80). New York: Routledge. Routledge Critical Studies in Public Management https://doi.org/10.4324/9781315157979-5
Ejersbo, Niels ; Greve, Carsten. / Board Influence and Interaction with University Management. Governing the Reformed University. red. / Niels Ejersbo ; Carsten Greve ; Signe Pihl-Thingvad. New York : Routledge, 2020. s. 67-80 (Routledge Critical Studies in Public Management).
@inbook{5102cd8fe0e4452fa16e4d27f965b19d,
title = "Board Influence and Interaction with University Management",
abstract = "Many public sector institutions have over the past decade been through reforms of their governance structure. A common feature of these reforms has been an introduction of boards (Hinna, De Nito & Mangia 2010). The introduction of boards is inspired by the governance structure in private companies, where the board of directors is an intermediary between the firm’s stakeholders and its top management team (Thomsen & Conyon 2012: 142). In a public sector setting the boards are intermediary between the political level (the relevant ministry) and the management of the public institution. The boards have several roles such as controlling and holding the management accountable, giving advice, acting as representatives or as contact to networks and external actors (Van den Berghe & Levrau 2004; McNulty & Pettigrew 1999; Cornforth 2003). However, we have little knowledge about how the board interacts with other internal actors and how the board influences different levels of the organization. Part of the literature on boards also questions the influence of boards and argues that they are no more than “rubber stamps” (Farrell 2005: 93). Most of the literature and studies on boards concerns private companies, but with an increased use of boards in public sector institutions, we lack knowledge about the functioning and interaction of boards in the public sector. Based on a behavioral approach, this chapter will give new knowledge about the interaction between boards and management at different levels of the organization by addressing the following research questions: How influential are boards? and How do boards interact with management?",
author = "Niels Ejersbo and Carsten Greve",
year = "2020",
doi = "10.4324/9781315157979-5",
language = "English",
isbn = "9781138068421",
series = "Routledge Critical Studies in Public Management",
publisher = "Routledge",
pages = "67--80",
editor = "Niels Ejersbo and Carsten Greve and Signe Pihl-Thingvad",
booktitle = "Governing the Reformed University",
address = "United Kingdom",

}

Ejersbo, N & Greve, C 2020, Board Influence and Interaction with University Management. i N Ejersbo, C Greve & S Pihl-Thingvad (red), Governing the Reformed University. Routledge, New York, Routledge Critical Studies in Public Management, s. 67-80. https://doi.org/10.4324/9781315157979-5

Board Influence and Interaction with University Management. / Ejersbo, Niels; Greve, Carsten.

Governing the Reformed University. red. / Niels Ejersbo; Carsten Greve; Signe Pihl-Thingvad. New York : Routledge, 2020. s. 67-80 (Routledge Critical Studies in Public Management).

Publikation: Bidrag til bog/antologi/rapportBidrag til bog/antologiForskningpeer review

TY - CHAP

T1 - Board Influence and Interaction with University Management

AU - Ejersbo, Niels

AU - Greve, Carsten

PY - 2020

Y1 - 2020

N2 - Many public sector institutions have over the past decade been through reforms of their governance structure. A common feature of these reforms has been an introduction of boards (Hinna, De Nito & Mangia 2010). The introduction of boards is inspired by the governance structure in private companies, where the board of directors is an intermediary between the firm’s stakeholders and its top management team (Thomsen & Conyon 2012: 142). In a public sector setting the boards are intermediary between the political level (the relevant ministry) and the management of the public institution. The boards have several roles such as controlling and holding the management accountable, giving advice, acting as representatives or as contact to networks and external actors (Van den Berghe & Levrau 2004; McNulty & Pettigrew 1999; Cornforth 2003). However, we have little knowledge about how the board interacts with other internal actors and how the board influences different levels of the organization. Part of the literature on boards also questions the influence of boards and argues that they are no more than “rubber stamps” (Farrell 2005: 93). Most of the literature and studies on boards concerns private companies, but with an increased use of boards in public sector institutions, we lack knowledge about the functioning and interaction of boards in the public sector. Based on a behavioral approach, this chapter will give new knowledge about the interaction between boards and management at different levels of the organization by addressing the following research questions: How influential are boards? and How do boards interact with management?

AB - Many public sector institutions have over the past decade been through reforms of their governance structure. A common feature of these reforms has been an introduction of boards (Hinna, De Nito & Mangia 2010). The introduction of boards is inspired by the governance structure in private companies, where the board of directors is an intermediary between the firm’s stakeholders and its top management team (Thomsen & Conyon 2012: 142). In a public sector setting the boards are intermediary between the political level (the relevant ministry) and the management of the public institution. The boards have several roles such as controlling and holding the management accountable, giving advice, acting as representatives or as contact to networks and external actors (Van den Berghe & Levrau 2004; McNulty & Pettigrew 1999; Cornforth 2003). However, we have little knowledge about how the board interacts with other internal actors and how the board influences different levels of the organization. Part of the literature on boards also questions the influence of boards and argues that they are no more than “rubber stamps” (Farrell 2005: 93). Most of the literature and studies on boards concerns private companies, but with an increased use of boards in public sector institutions, we lack knowledge about the functioning and interaction of boards in the public sector. Based on a behavioral approach, this chapter will give new knowledge about the interaction between boards and management at different levels of the organization by addressing the following research questions: How influential are boards? and How do boards interact with management?

UR - https://primo.kb.dk/permalink/f/10k3fbj/CBS01000973828

U2 - 10.4324/9781315157979-5

DO - 10.4324/9781315157979-5

M3 - Book chapter

SN - 9781138068421

T3 - Routledge Critical Studies in Public Management

SP - 67

EP - 80

BT - Governing the Reformed University

A2 - Ejersbo, Niels

A2 - Greve, Carsten

A2 - Pihl-Thingvad, Signe

PB - Routledge

CY - New York

ER -

Ejersbo N, Greve C. Board Influence and Interaction with University Management. I Ejersbo N, Greve C, Pihl-Thingvad S, red., Governing the Reformed University. New York: Routledge. 2020. s. 67-80. (Routledge Critical Studies in Public Management). https://doi.org/10.4324/9781315157979-5