Toward a Behavioral Theory of the CEO/Board Relationship: How Research Can Enhance Our Understanding of Corporate Governance Practices

Research output: Chapter in Book/Report/Conference proceeding › Chapter

Original language	English
Title of host publication	Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation
Editors	D C Hambrick, D A Nadler, M L Tushman
Pages	256-277
State	Published - 1998

Cite this

@inbook{c203ae5c220d4899b16f9b9f3dd42440,

title = "Toward a Behavioral Theory of the CEO/Board Relationship: How Research Can Enhance Our Understanding of Corporate Governance Practices",

author = "Zajac, {Edward J} and Westphal, {J D}",

year = "1998",

language = "English",

pages = "256--277",

editor = "Hambrick, {D C} and Nadler, {D A} and Tushman, {M L}",

booktitle = "Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation",

}

Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation. ed. / D C Hambrick; D A Nadler; M L Tushman. 1998. p. 256-277.

Research output: Chapter in Book/Report/Conference proceeding › Chapter

TY - CHAP

T1 - Toward a Behavioral Theory of the CEO/Board Relationship: How Research Can Enhance Our Understanding of Corporate Governance Practices

AU - Zajac, Edward J

AU - Westphal, J D

PY - 1998

Y1 - 1998

M3 - Chapter

SP - 256

EP - 277

BT - Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation

A2 - Hambrick, D C

A2 - Nadler, D A

A2 - Tushman, M L

ER -