A Capability-Based View of Boards: A New Conceptual Framework for Board Governance
提出基于能力的董事会观，识别了董事会有效治理所需的具体能力，并基于美国、亚洲和欧洲的访谈案例，探讨了个人、人际和董事会层面的能力基础，为董事会治理研究提供了新视角。
A key role of board directors is to govern corporate strategy. While prior research has provided insights into board roles and activities regarding board governance, the underlying capabilities required to govern effectively remain understudied. This article explores and explicates a capability-based view of board actions in which the specific capabilities that enable boards to govern strategic activities are identified. We specifically examine the conceptual foundations and different types of board capabilities, drawing on illustrative cases as well as information from interviews with board directors in the United States, Asia, and Europe. We then discuss several future research directions that can enrich our understanding of the effects of board capabilities on board governance. This article introduces a fine-grained perspective on board governance that examines the individual director, interpersonal, and board levels. By highlighting the need to build the foundation of governance capabilities at multiple levels, we extend our understanding of the compositional challenges for boards and their governance.