Reference health
Responsible Corporate Governance: Towards a Stakeholder Board of Directors?
7 of 66 checkable references need attention · checked 2026-08-06
At the dated check, the references listed below either did not resolve in Crossref or DataCite, or carried a retraction notice. Each one is shown with the registry record that put it there.
12 without a DOI — not checked. A reference deposited without a DOI is never matched by title or guessed at; it stays outside the checked set, and this line discloses that.
References needing attention
does not resolve to a known work10.5465/amr.1990.4308231
does not resolve to a known work10.5465/amr.1995.9503271994
does not resolve to a known work10.1002/(sici)1097-0266(199803)19:3<269::aid-smj950>3.3.co;2-b
does not resolve to a known work10.5465/amr.1995.9503271992
does not resolve to a known work10.5465/amr.1989.4279003
does not resolve to a known work10.5465/amr.1982.4285255
does not resolve to a known work10.5465/amr.1997.9711022105
The 59 checked references that resolve
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Firm Performance and Mechanisms to Control Agency Problems between Managers and Shareholders
resolves10.2139/ssrn.982325
Maximizing Stakeholders' Interests: An Empirical Analysis of the Stakeholder Approach to Corporate Governance
resolves10.1093/oxfordjournals.jleo.a036883
Corporate Governance and the Board of Directors: Performance Effects of Changes in Board Composition
resolves10.1016/0024-6301(96)90031-x
Ownership and control: Rethinking corporate governance for the twenty-first century
resolves10.2139/ssrn.972763
The Diversity of Corporate Board Committees and Firm Financial Performance
resolves10.1023/A:1005748230228
Board Diversity and Managerial Control as Predictors of Corporate Social Performance
resolves10.1111/j.1467-8683.2005.00418.x
Corporate Boards in OECD Countries: size, composition, functioning and effectiveness
resolves10.1111/j.1467-8683.2004.00368.x
Does the Composition and Practice of Boards of Directors Bear Any Relationship to the Performance of their Companies?
resolves10.1111/j.1467-8551.1993.tb00056.x
Organizational Form, Ownership Structure and Corporate Performance: A Contextual Empirical Analysis of UK Companies<sup>1</sup>
resolves10.2307/256971
STAKEHOLDERS, SOCIAL RESPONSIBILITY, AND PERFORMANCE: EMPIRICAL EVIDENCE AND THEORETICAL PERSPECTIVES.
resolves10.1177/0149206304272187
Politicians on the Board of Directors: Do Connections Affect the Bottom Line?
resolves10.1111/1467-6486.00179
The Resource Dependence Role of Corporate Directors: Strategic Adaptation of Board Composition in Response to Environmental Change
resolves10.1177/000765030104000304
Board Composition and Stakeholder Performance: Do Stakeholder Directors Make a Difference?
resolves10.5465/amr.2003.10196729
Boards of Directors and Firm Performance: Integrating Agency and Resource Dependence Perspectives
resolves10.19030/jabr.v10i1.5961
Effect Of Board Members Gender On Corporate Social Responsiveness Orientation
resolves10.1007/bf00872102
The corporate social responsiveness orientation of board members: Are there differences between inside and outside directors?
resolves10.1023/A:1027334524775
Board Members in the Service Industry: An Empirical Examination of the Relationship Between Corporate Social Responsibility Orientation and Directorial Type
resolves10.1016/0304-405x(76)90026-x
Theory of the firm: Managerial behavior, agency costs and ownership structure
resolves10.2307/256977
THE EFFECTS OF CORPORATE GOVERNANCE AND INSTITUTIONAL OWNERSHIP TYPES OF CORPORATE SOCIAL PERFORMANCE.
resolves10.1057/9780230599574_18
CSR in the Boardroom: Contribution of the Non Executive Director (NED)
resolves10.1002/smj.230
Corporate boards and outside stakeholders as determinants of environmental litigation
resolves10.1177/014920638701300306
Directors' Stock Ownership and Organizational Performance: An Investigation of Fortune 500 Companies
resolves10.1111/j.1467-8683.2004.00367.x
Shareholding Versus Stakeholding: a critical review of corporate governance
resolves10.2307/256976
RESEARCH NOTES. STAKEHOLDERS AND CORPORATE BOARDS: INSTITUTIONAL INFLUENCES ON BOARD COMPOSITION AND STRUCTURE.
resolves10.1007/s10551-006-9073-x
An Examination of the Structure of Executive Compensation and Corporate Social Responsibility: A Canadian Investigation
resolves10.1108/eb028900
CORPORATE GOVERNANCE AND CORPORATE ILLEGALITY: THE EFFECTS OF BOARD STRUCTURE ON ENVIRONMENTAL VIOLATIONS
resolves10.1057/9780230302112_12
Voluntary Co-determination Produces Sustainable Competitive Advantage
resolves10.2307/2393956
Size and Composition of Corporate Boards of Directors: The Organization and its Environment
resolves10.1111/1467-8691.00246
Sustainable Development and the Sustainability of Competitive Advantage: A Dynamic and Sustainable View of the Firm
resolves10.1177/000765030003900403
Simplifying the Principles of Stakeholder Management: The Three Most Important Principles
resolves10.1111/1467-8683.00320
Board Dynamics and the Influence of Professional Background, Gender and Ethnic Diversity of Directors
resolves10.2307/256871
COLLABORATION IN THE BOARDROOM: BEHAVIORAL AND PERFORMANCE CONSEQUENCES OF CEO-BOARD SOCIAL TIES.
resolves10.1023/A:1021626024014
Women on Corporate Boards of Directors and their Influence on Corporate Philanthropy
resolves10.5465/ambpp.1993.10317088
EFFECTS OF CORPORATE OWNERSHIP AND BOARD STRUCTURE ON CORPORATE SOCIAL RESPONSIBILITY AND FINANCIAL PERFORMANCE.
The 12 references without a DOI — listed, not checked
no DOI — not checkedref5
no DOI — not checkedref10
no DOI — not checkedref19
no DOI — not checkedref24
no DOI — not checkedDo employee representatives make a difference on corporate boards? Examples from Norway
no DOI — not checkedThe moderation effect of board employee representation on employee ownership-firm performance relationship: an empirical examination
no DOI — not checkedCSR in the Boardroom: Myth Or Mindfulness
no DOI — not checkedref56
no DOI — not checkedref60
no DOI — not checkedWomen in Management and Firm Financial Value: An Exploratory Study
no DOI — not checkedThe Determinants of Corporate Social Performance: An Empirical Examination
no DOI — not checkedThe Implications of Board of Directors' Composition for Corporate Strategy and Value
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