Abstract
This article explores the nature and process of non-executive director (NED or non-executive) influence in quoted, family-controlled firms (FCFs) through two company case studies in Singapore. Existing views of the non-executive role in such firms have be
Original language | English |
---|---|
Pages (from-to) | 285-314 |
Journal | HUMAN RELATIONS |
Volume | 60 |
Issue number | 2 |
DOIs | |
Publication status | Published - 2007 |