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THE FORMATION OF BOARDS OF DIRECTORS AS A CONTINGENT RESPONSE TO ENVIRONMENTAL UNCERTAINTY – EVIDENCE FROM EMERGING ECONOMIES

John Rice, Nigel Martin

DOI: 10.22495/cbv4i3art3

Abstract

This paper provides some strong support for existing literature in an under-researched context (the emerging economies of the former Soviet Union and Central and Eastern Europe). We develop and apply a model linking Board formation and environmental uncertainty, finding some partial support for our anticipated relationships in the area of Board establishment and perceived financial sector uncertainly, although no support for our anticipated relationship between governmental sector uncertainty and Board formation. research is supportive of the broad assertion that strategy in emerging economies is different and a ‘one size fits all’ (generally American) approach to the questions we ask regarding strategy in emerging regions will rarely provide accurate insights for management academics and practitioners with an interest in understanding and improving management decisions in the context of emerging economies.

Keywords: board of directors, emerging economies, uncertainty

How to cite this paper: Rice, J., & Martin, N. (2008). The formation of boards of directors as a contingent response to environmental uncertainty – Evidence from emerging economies. Corporate Board: role, duties and composition, 4(3), 23-33. http://doi.org/10.22495/cbv4i3art3

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