Research Handbook on Boards of Directors
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Research Handbook on Boards of Directors

Edited by Jonas Gabrielsson, Wafa Khlif and Sibel Yamak

Boards of directors are complex systems, and it is imperative to understand what the contextual forces are that shape the direction and make-up of boards. This Research Handbook provides inspiration for researchers and practitioners interested in the manifold dimensions and facets of context surrounding boards of directors.
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Chapter 11: Board of directors: building relationships with non-shareholder stakeholders

Monique Cikaliuk, Ljiljana Eraković, Brad Jackson, Chris Noonan and Susan Watson


In the context of complex and dynamic relationships among different corporate constituencies, boards of directors are increasingly expected to play a stronger role in dealing with non-shareholder and non-management stakeholders. This chapter aims to contribute to the behavioural perspective of research on corporate boards by exploring the board–stakeholder relationship. By employing stakeholder theory our study places an emphasis on the normative and instrumental aspects of the board’s approach to stakeholders. We illustrate different forms of board–stakeholder relationships with examples from three New Zealand companies. These examples are derived from original research on effective board leadership in large New Zealand corporations. Our study suggests that the board’s instrumental approach may lead to a strategic level of interaction (temporary and focused stakeholder participation), whereas a normative approach may steer towards an inclusive and long-term stakeholder dialogue.

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