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Looks at the current structure of boards where the CEO fills all leadership roles. Benefit is in having a single voice. Disadvantage is having CEO self‐monitor.

A lead independent director (LID) can crate an effective system of corporate governance. The LID is chosen form among the ranks of outside board members and serves as a liaison between corporate management and the outside board members.

Provides managers with information on the benefits of creating a LID position.

Of particular value to CEOs and other board members and outside recruiters of board members.

Looks at attempts to avoid Sarbanes‐Oxley guidelines over past few years. It has been widely reported, for example, that the number of public companies announcing their intention to privatize has increased 30 percent since the enactment of SOX. Some other companies will elect not to seek initial public offerings but will remain private enterprises.

Private firms have so far avoided such Sarbanes‐Oxley regulations changes. Pressure is mounting, however, to ensure that whether public or private, firms operate in compliance with SOX. Some states are considering Sarbanes‐Oxley‐like legislation.

Provides managers with information on progress toward applying Sarbanes‐Oxley guidelines to private corporations.

Of particular value to CEOs and other board members.

This paper aims to look at whether an organization should grow by acquisition or organic (internal) growth.

The study discusses problems with non‐organic growth and gives reasons why organic growth is a better alternative.

The study finds that firms relying on organic growth derive most of their expansion internally, by enhancing current customer relationships and building new relationships. Most importantly, organic growth is received with great favor by the financial markets; non‐organic is far less favored, if at all.

This paper provides executives with information on important factors to consider when determining growth plans

This paper is of particular value to CEOs and other board members.

Meta-analysis has been relied on relatively infrequently in strategic management studies, certainly as compared to other fields such as the medical sciences, psychology, and education. This may be unfortunate, as there are several aspects of the manner in which strategic management studies are typically conducted that make them especially appropriate for this approach. To this end, we provide a brief foundation for meta-analysis, an example of meta-analysis, and a discussion of those elements that strongly recommend the efficacy of meta-analysis for the synthesis of strategic management studies.

This paper discusses perquisites for executives.

This as a viewpoint paper in which the authors discuss perquisites for executives.

Not only must the amounts of compensation, perquisites in particular, be listed, the Compensation Committee of the Board (or equivalent group) must also provide the rationale for these pay elements and the total package.

Provides a viewpoint on perquisites for executives.

This paper looks at the failure of corporate boards to incorporate best practices into their functioning.

The study discusses the failure of corporate boards to incorporate best practices into their functioning.

One answer to the continued failure of corporate governance, albeit not likely the answer, is a misplaced focus on structural aspects of the board of directors at the expense of process issues.

Provides executives with information on important factors to consider in monitoring board performance.

This article is of particular value to CEOs and other board members.

This paper discusses shareholder activists in the public forum.

This as a viewpoint paper in which the authors discuss the roles played by shareholder activists in the public forum.

There are a variety of responses that companies may take in response to activism.

The authors present some strategies for dealing with shareholder activists and shareholder groups.

Examines new SEC guidelines for the reporting of “Executive Compensation and Related Party Disclosure”.

The study discusses the new SEC guidelines for the reporting of “Executive Compensation and Related Party Disclosure”.

The compensation of governance boards should not include contingent arrangements of any sort, certainly including stock options.

Provides executives with information on important factors to consider in compensating board members.

Of particular value to CEOs and other board members.