Seven papers the instrument leans on. Every one was checked
against the publisher's record rather than a secondary summary.
Argues that directors’ prior experience, expectations and routines for processing information shape how a board behaves. The clearest support for the idea that directors bring habitual patterns into the room.
van Ees, H., Gabrielsson, J., & Huse, M. (2009). Toward a Behavioral Theory of Boards and Corporate Governance. Corporate Governance: An International Review, 17(3), 307–319.
doi.org/10.1111/j.1467-8683.2009.00741.xThe foundational paper treating a board as a decision-making group whose effectiveness depends on how directors exchange information and interact.
Forbes, D. P., & Milliken, F. J. (1999). Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Review, 24(3), 489–505.
doi.org/10.5465/amr.1999.2202133Built on 418 director questions across nine observed meetings. Its central finding is that challenge is muted in public sessions and substantive in private.
Pernelet, H. R., & Brennan, N. M. (2023). Challenge in the boardroom: Director–manager question-and-answer interactions at board meetings. Corporate Governance: An International Review, 31(4), 544–562.
doi.org/10.1111/corg.12492Models board decision-making in three phases, discovery, deliberation and decision, and argues that synergy across them is what reduces bias.
Krause, R., Withers, M. C., & Waller, M. J. (2025). Reducing Bias through Board Decision-Making: An Information-Processing Model of Board Decision Synergy. Academy of Management Review, 50(4), 788–810.
doi.org/10.5465/amr.2022.0271Boards do not attend equally to everything. Where attention goes is itself a governance behavior.
Schiehll, E., Lewellyn, K., & Yan, W. (2023). A configurational perspective of boards’ attention structures. Corporate Governance: An International Review, 31(5), 676–696.
doi.org/10.1111/corg.12493Videotaped board meetings, treating how directors actually talk to each other as an indicator of decision quality.
Bezemer, P.-J., Nicholson, G., & Pugliese, A. (2014). Inside the boardroom: exploring board member interactions. Qualitative Research in Accounting & Management, 11(3), 238–259.
doi.org/10.1108/QRAM-02-2013-0005Uses the language of style directly, and links differences in how boards decide to shared mental models, power relationships and the chair.
Bailey, B. C., & Peck, S. I. (2013). Boardroom Strategic Decision-Making Style: Understanding the Antecedents. Corporate Governance: An International Review, 21(2), 131–146.
doi.org/10.1111/corg.12008
