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Corporate-Governance-Management pp 87–112Cite as

Board Dynamics

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Zusammenfassung

Im Kap. 2 wurden die theoretischen Grundlagen der Corporate Governance vorgestellt und hinsichtlich ihres Erklärungsbeitrages für die wissenschaftliche Analyse von Corporate Governance-Problemen untersucht. Dabei wurde einmal deutlich, dass keiner der diskutierten Theoriestränge in der Lage ist, den Gegenstandsbereich der Corporate Governace in allen seinen relevanten Facetten abzubilden und dass die Corporate Governance-Forschung bisher nicht oder nur rudimentär die personenbezogene Ebene (vgl. Abb. 2.12) adressiert hat, d. h., dass individuelles Verhalten und Einstellungen der Board-Mitglieder als „black-box“ betrachtet werden.

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Notes

  1. 1.

    http://www.flexi-quote.de/ziele-der-dax-30-aufsichtsraete, abgerufen am 30.07.2013

  2. 2.

    vgl. http://www.pwc.de-studie-frauenanteil-aufsichtsraete, abgerufen am 31.07.2013

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Authors and Affiliations

  1. Steinbeis-Hochschule, Berlin, Nordrhein-Westfalen, Deutschland

    Prof. Dr. Martin K. Welge

  2. Universität Duisburg-Essen Mercator School of Management, Duisburg, Deutschland

    Prof. Dr. Marc Eulerich

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  1. Prof. Dr. Martin K. Welge
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  2. Prof. Dr. Marc Eulerich
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Correspondence to Martin K. Welge .

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Welge, M., Eulerich, M. (2014). Board Dynamics. In: Corporate-Governance-Management. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-8349-4539-6_4

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