At Boardroom INSIDER, I tend not to cover the world of academic research into corporate governance very often. Our emphasis is on the nuts and bolts of board operation, as opposed to concepts such as “agency theory” and reviews of the literature.
But this shouldn’t imply that the world’s academic researchers are not doing important spadework in uncovering how boards function, and how they can better perform their roles. One recent paper offers a bracing reality check on what’s right (and wrong) with our corporate board model. Steven Boivie, of Texas A&M University and a group of researchers have published a paper with the intriguing title “Are Boards Designed to Fail?”