이사회의 구조적 특성이 기업의 전략적 의사결정에 미치는 영향

Scholars identified three sets of interrelated roles played by the board in contemporary organizations: service, control and strategy. Among these roles, a board's strategic role is being magnified as a controversy. There is little theoretical and empirical agreement regarding the question of how boards of directors contribute to strategy-making. Nevertheless, recent research on the relationship between boards of directors and strategy has multiplied because the strategic role of boards is increasingly important in research and practice given the growing imposition of regulatory mandates, global financial interdependencies, and the consequential outcomes of ineffectual governance practices. To address the ongoing debate on the relationship between boards and strategy, we provide a conceptual framework regarding the relationship between board structure (i.e., board size, composition, tenure, ownership, leadership,) and strategic change. Specifically, we examine how the structural characteristics of the board impact the propensity of strategic change of the firm. Our conceptual framework encourages future studies to examine the impact of institutional and context-specific factors on the expected contribution of boards to strategy.