Towards a meta-model for the board of directors involvement in the strategic process: conceptual issues and key determinants

Abstract

Over the past few years, research in corporate governance has devoted an increased amount of attention to boards of directors’ involvement in the strategic decision-making process; but in spite of this growing interest, the literature provides theoretical pluralism and mixed empirical results. Indeed, the concept was not well defined by past studies and there is no consensus about its operationalisation. In this paper, we review the literature on board’s involvement in the strategic decision-making process and question the definitions of this phenomenon and whether a synthetic definition and operational measure can be proposed for future research. We first propose a new definition of the board-job-involvement concept, and then we explain its linkage with key determinants, factors and effects in a meta-model reasoning that can help improve future research in this matter.