A recent study suggests it’s not individual directors but the competing coalitions they form that determine what boards will do.
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When crisis kicks in, we tend to rely on instinct. Familiar solutions and well-honed responses will occur most naturally to us—regardless of their relevance to the problem at hand. If you want to know how someone will cope with adversity, then, in most cases their established strengths will give you more than a clue. This is especially true for top business leaders, who tend to believe devoutly in the wider significance of their personal successes.
Complications arise, however, when decisions must be taken by democratic vote, as happens on corporate boards. Provided the board is diverse, directors with strong opinions based on long exper
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A 'fundamental' review of the UK corporate governance code will target elements of the Companies Act 2006, which asks directors to consider the long-term impact of decision-making and the interests of employees.