The study of corporate governance, in general, has provided answers but usually opens up more questions. The purpose of this qualitative grounded theory study was to identify a random sample of board of directors' members from New Hampshire-based corporations to gain an inside perception of where corporate governance is headed in New Hampshire companies. The grounded theory method, guided by the Kathy Charmaz model, was used to gather, analyze, and document results. Five common themes emerged: a) positive visions, b) teamwork, c) duality roles, d) servanthood, and e) positive changes. The emergent data developed into the theory, as corporate governance evolves, informed leadership will be the key to understanding its value. The research led to three documented conclusions: · Corporate governance is constantly evolving. · New Hampshire board members are equally as passionate about their non-profit board responsibilities (servanthood) as their for-profit board service. · New Hampshire boardrooms are populated with informed leaders who properly value corporate governance.
|Advisor:||Abel, Richard M.|
|Commitee:||Brown, Patricia, Green, Martin, Lacey, James W.|
|School:||Franklin Pierce University|
|School Location:||United States -- New Hampshire|
|Source:||DAI-A 73/04, Dissertation Abstracts International|
|Subjects:||Management, Business education|
|Keywords:||Boards of directors, CEOs, Corporate boards, Corporate governance, Duality roles, Enron, Grounded theory, New Hampshire|
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