Blind Spots, Biases and Other Pathologies in the Boardroom

Preface

At first glance, our author team might look a little unusual: a junior organizational behavior professor working with a senior management accounting professor located at a different university. But we did not think it was unusual at all. We are both interested in corporate governance in general and the functioning of boards of directors in particular. For the purpose of studying this topic, our knowledge sets are complementary. The functioning of boards depends crucially on how the board members interact with each other. An organizational behavior professor who specializes in applying social psychology theory to the business world can bring a lot of relevant knowledge to the study of boards. So too can a management accounting professor. ...