This chapter explores the experiences of a group of New Zealand-based organizations from a range of industries and sectors in responding to the challenges wrought by COVID-19. Focusing on the board of directors, we relate the lived experiences of CEOs, board chairs and directors in handling the...

This paper investigates directors’ relationships with firms’ managers, using lenses of resource dependence theory and resource based view. Because of different roles that board members perform in modern organisations we seek to find out what boardmanagement relationships may provide a...

In this case study we address the issue of CEO succession drawing directly on the experience of the board of directors of Air New Zealand. Despite extensive literature on CEO-board relations, there has been a scarce number of studies on managing the processes of CEO succession and appointment...