Power in the boardroom: a study on Turkish family-owned and listed companies

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dc.contributor.authorOba, Beyza
dc.contributor.authorOzsoy, Zeynep
dc.contributor.authorAtakan, Serap
dc.date.accessioned2024-07-18T20:47:13Z
dc.date.available2024-07-18T20:47:13Z
dc.date.issued2010
dc.departmentİstanbul Bilgi Üniversitesien_US
dc.description.abstractPurpose - The purpose of this study is to understand the power dynamics of the boards of directors in family-owned and listed Turkish companies. Power and dominance in the boardroom can be studied in relation to three variables: the institutional environment in which the firm is embedded; the structural configurations of the board; and the top manager's propensity to exercise his/her power resources. Focusing on the board level, this paper aims to conceptualize power dynamics as being composed of structural attributes, roles assumed, responsibilities, dependency and representation. Design/methodology/approach - The research domain of this exploratory study is family-owned and listed companies operating on the Istanbul Stock Exchange (ISE). The data for the study were collected from three different sources: a survey administered to members of the boards of directors; discourse analysis of corporate governance compliance reports of the same companies; and in- depth interviews conducted with board members. Findings - This study shows that on a typical board of directors of a family-owned and listed Turkish company, the interests of owners and managers are aligned and other stakeholders are not represented; the role of the board is confined to visibility and legitimacy and does not include control. Originality/value - This paper argues that theories developed for Anglo-Saxon equity-market based business systems have limited exploratory power for an emerging economy - namely Turkey - that is based on a business system characterized by close co-operation between the state, family-owned businesses and financial markets.en_US
dc.identifier.doi10.1108/14720701011085571
dc.identifier.endpage+en_US
dc.identifier.issn1472-0701
dc.identifier.issn1758-6054
dc.identifier.issue5en_US
dc.identifier.scopus2-s2.0-78049488071en_US
dc.identifier.scopusqualityQ1en_US
dc.identifier.startpage603en_US
dc.identifier.urihttps://doi.org/10.1108/14720701011085571
dc.identifier.urihttps://hdl.handle.net/11411/7729
dc.identifier.volume10en_US
dc.identifier.wosWOS:000212668200004en_US
dc.identifier.wosqualityN/Aen_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherEmerald Group Publishing Ltden_US
dc.relation.ispartofCorporate Governance-The International Journal of Business in Societyen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectCorporate Governanceen_US
dc.subjectBoards Of Directorsen_US
dc.subjectFamily Firmsen_US
dc.subjectTurkeyen_US
dc.subjectCorporate Governanceen_US
dc.subjectFirm Performanceen_US
dc.subjectCeo Dualityen_US
dc.subjectDirectorsen_US
dc.titlePower in the boardroom: a study on Turkish family-owned and listed companiesen_US
dc.typeArticleen_US

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