ABSTRACT
Research about boards and governance has generally had limited practical implications. In this article we present some of the practical implications from the ‘value creating board’ research programme. Challenges for practice and organizational behaviour include how boards may contribute to value creation throughout the whole value chain, the importance of board leadership and how systems for board evaluations can be developed. We indicate that the emphasis on the ‘value creating boards’ may have some of the features of a new research stream or field of research.
