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<TITLE>Board of directors - Wikipedia</TITLE>

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<H1 id="firstHeading" class="firstHeading" lang="en">Board of directors</H1>			<DIV id="bodyContent" class="mw-body-content">
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				<DIV id="mw-content-text" lang="en" dir="ltr" class="mw-content-ltr"><DIV class="mw-parser-output"><DIV role="note" class="hatnote navigation-not-searchable">"Board Room" and "Board of Trustees" redirect here. For other uses, see <A href="/wiki/Board_Room_(disambiguation)" class="mw-disambig" title="Board Room (disambiguation)">Board Room (disambiguation)</A> and <A href="/wiki/Board_of_Trustees_(disambiguation)" class="mw-disambig" title="Board of Trustees (disambiguation)">Board of Trustees (disambiguation)</A>.</DIV>
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A meeting of a board of directors of the <A href="/wiki/Leipzig%E2%80%93Dresden_Railway_Company" title="Leipzig–Dresden Railway Company">Leipzig–Dresden Railway Company</A> in 1852</DIV>
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<P>A <B>board of directors</B> is a recognized group of people who jointly oversee the activities of an <A href="/wiki/Organization" title="Organization">organization</A>, which can be either a for-profit <A href="/wiki/Business" title="Business">business</A>, <A href="/wiki/Nonprofit_organization" title="Nonprofit organization">nonprofit organization</A>, or a <A href="/wiki/Government_agency" title="Government agency">government agency</A>. Such a board's powers, duties, and responsibilities are determined by government <A href="/wiki/Regulations" class="mw-redirect" title="Regulations">regulations</A> (including the jurisdiction's <A href="/wiki/Corporations_law" class="mw-redirect" title="Corporations law">corporations law</A>) and the organization's own <A href="/wiki/Constitution" title="Constitution">constitution</A> and <A href="/wiki/Bylaws" class="mw-redirect" title="Bylaws">bylaws</A>. These authorities may specify the number of members of the board, how they are to be chosen, and how often they are to meet.</P>
<P>In an organization with voting members, the board is accountable to, and might be subordinate to, the organization's full membership, which usually vote for the members of the board. In a <A href="/wiki/Stock_corporation" class="mw-redirect" title="Stock corporation">stock corporation</A>, non-executive directors are voted for by the <A href="/wiki/Shareholder" title="Shareholder">shareholders</A> and the board is the highest <A href="/wiki/Authority" title="Authority">authority</A> in the management of the corporation. The board of directors appoints the <A href="/wiki/Chief_executive_officer" title="Chief executive officer">chief executive officer</A> of the corporation and sets out the overall strategic direction. In corporations with dispersed ownership, the identification and nomination of directors (that shareholders vote for or against) are often done by the board itself, leading to a high degree of self-perpetuation. In a <A href="/wiki/Non-stock_corporation" title="Non-stock corporation">non-stock corporation</A> with no general voting membership, the board is the supreme governing body of the institution;<SUP id="cite_ref-FOOTNOTERobert20119_1-0" class="reference"><A href="#cite_note-FOOTNOTERobert20119-1">[1]</A></SUP> its members are sometimes chosen by the board itself.<SUP id="cite_ref-2" class="reference"><A href="#cite_note-2">[2]</A></SUP><SUP id="cite_ref-3" class="reference"><A href="#cite_note-3">[3]</A></SUP></P>
<P></P>
<DIV id="toc" class="toc">
<DIV class="toctitle" lang="en" dir="ltr" xml:lang="en">
<H2>Contents</H2>
<SPAN class="toctoggle"> [<A role="button" tabindex="0" class="togglelink">hide</A>] </SPAN></DIV>
<UL>
<LI class="toclevel-1 tocsection-1"><A href="#Terminology"><SPAN class="tocnumber">1</SPAN> <SPAN class="toctext">Terminology</SPAN></A></LI>
<LI class="toclevel-1 tocsection-2"><A href="#Roles"><SPAN class="tocnumber">2</SPAN> <SPAN class="toctext">Roles</SPAN></A></LI>
<LI class="toclevel-1 tocsection-3"><A href="#Directors"><SPAN class="tocnumber">3</SPAN> <SPAN class="toctext">Directors</SPAN></A>
<UL>
<LI class="toclevel-2 tocsection-4"><A href="#Inside_director"><SPAN class="tocnumber">3.1</SPAN> <SPAN class="toctext">Inside director</SPAN></A></LI>
<LI class="toclevel-2 tocsection-5"><A href="#Outside_director"><SPAN class="tocnumber">3.2</SPAN> <SPAN class="toctext">Outside director</SPAN></A></LI>
<LI class="toclevel-2 tocsection-6"><A href="#Terminology_2"><SPAN class="tocnumber">3.3</SPAN> <SPAN class="toctext">Terminology</SPAN></A></LI>
</UL>
</LI>
<LI class="toclevel-1 tocsection-7"><A href="#Process_and_structure"><SPAN class="tocnumber">4</SPAN> <SPAN class="toctext">Process and structure</SPAN></A>
<UL>
<LI class="toclevel-2 tocsection-8"><A href="#Board_meetings"><SPAN class="tocnumber">4.1</SPAN> <SPAN class="toctext">Board meetings</SPAN></A></LI>
<LI class="toclevel-2 tocsection-9"><A href="#Size"><SPAN class="tocnumber">4.2</SPAN> <SPAN class="toctext">Size</SPAN></A></LI>
</UL>
</LI>
<LI class="toclevel-1 tocsection-10"><A href="#Non-corporate_boards"><SPAN class="tocnumber">5</SPAN> <SPAN class="toctext">Non-corporate boards</SPAN></A>
<UL>
<LI class="toclevel-2 tocsection-11"><A href="#Membership_organizations"><SPAN class="tocnumber">5.1</SPAN> <SPAN class="toctext">Membership organizations</SPAN></A></LI>
</UL>
</LI>
<LI class="toclevel-1 tocsection-12"><A href="#Corporations"><SPAN class="tocnumber">6</SPAN> <SPAN class="toctext">Corporations</SPAN></A>
<UL>
<LI class="toclevel-2 tocsection-13"><A href="#Governance"><SPAN class="tocnumber">6.1</SPAN> <SPAN class="toctext">Governance</SPAN></A></LI>
<LI class="toclevel-2 tocsection-14"><A href="#Two-tier_system"><SPAN class="tocnumber">6.2</SPAN> <SPAN class="toctext">Two-tier system</SPAN></A></LI>
<LI class="toclevel-2 tocsection-15"><A href="#History"><SPAN class="tocnumber">6.3</SPAN> <SPAN class="toctext">History</SPAN></A></LI>
<LI class="toclevel-2 tocsection-16"><A href="#Election_and_removal"><SPAN class="tocnumber">6.4</SPAN> <SPAN class="toctext">Election and removal</SPAN></A></LI>
<LI class="toclevel-2 tocsection-17"><A href="#Exercise_of_powers"><SPAN class="tocnumber">6.5</SPAN> <SPAN class="toctext">Exercise of powers</SPAN></A></LI>
<LI class="toclevel-2 tocsection-18"><A href="#Duties"><SPAN class="tocnumber">6.6</SPAN> <SPAN class="toctext">Duties</SPAN></A>
<UL>
<LI class="toclevel-3 tocsection-19"><A href="#"Proper_purpose""><SPAN class="tocnumber">6.6.1</SPAN> <SPAN class="toctext">"Proper purpose"</SPAN></A></LI>
<LI class="toclevel-3 tocsection-20"><A href="#"Unfettered_discretion""><SPAN class="tocnumber">6.6.2</SPAN> <SPAN class="toctext">"Unfettered discretion"</SPAN></A></LI>
<LI class="toclevel-3 tocsection-21"><A href="#"Conflict_of_duty_and_interest""><SPAN class="tocnumber">6.6.3</SPAN> <SPAN class="toctext">"Conflict of duty and interest"</SPAN></A>
<UL>
<LI class="toclevel-4 tocsection-22"><A href="#Transactions_with_the_company"><SPAN class="tocnumber">6.6.3.1</SPAN> <SPAN class="toctext">Transactions with the company</SPAN></A></LI>
<LI class="toclevel-4 tocsection-23"><A href="#Use_of_corporate_property,_opportunity,_or_information"><SPAN class="tocnumber">6.6.3.2</SPAN> <SPAN class="toctext">Use of corporate property, opportunity, or information</SPAN></A></LI>
<LI class="toclevel-4 tocsection-24"><A href="#Competing_with_the_company"><SPAN class="tocnumber">6.6.3.3</SPAN> <SPAN class="toctext">Competing with the company</SPAN></A></LI>
</UL>
</LI>
<LI class="toclevel-3 tocsection-25"><A href="#Common_law_duties_of_care_and_skill"><SPAN class="tocnumber">6.6.4</SPAN> <SPAN class="toctext">Common law duties of care and skill</SPAN></A></LI>
<LI class="toclevel-3 tocsection-26"><A href="#Remedies_for_breach_of_duty"><SPAN class="tocnumber">6.6.5</SPAN> <SPAN class="toctext">Remedies for breach of duty</SPAN></A></LI>
<LI class="toclevel-3 tocsection-27"><A href="#Current_trends"><SPAN class="tocnumber">6.6.6</SPAN> <SPAN class="toctext">Current trends</SPAN></A></LI>
</UL>
</LI>
<LI class="toclevel-2 tocsection-28"><A href="#United_States"><SPAN class="tocnumber">6.7</SPAN> <SPAN class="toctext">United States</SPAN></A>
<UL>
<LI class="toclevel-3 tocsection-29"><A href="#Sarbanes–Oxley_Act"><SPAN class="tocnumber">6.7.1</SPAN> <SPAN class="toctext">Sarbanes–Oxley Act</SPAN></A></LI>
<LI class="toclevel-3 tocsection-30"><A href="#Size_2"><SPAN class="tocnumber">6.7.2</SPAN> <SPAN class="toctext">Size</SPAN></A></LI>
<LI class="toclevel-3 tocsection-31"><A href="#Committees"><SPAN class="tocnumber">6.7.3</SPAN> <SPAN class="toctext">Committees</SPAN></A></LI>
<LI class="toclevel-3 tocsection-32"><A href="#Compensation"><SPAN class="tocnumber">6.7.4</SPAN> <SPAN class="toctext">Compensation</SPAN></A></LI>
</UL>
</LI>
<LI class="toclevel-2 tocsection-33"><A href="#Criticism"><SPAN class="tocnumber">6.8</SPAN> <SPAN class="toctext">Criticism</SPAN></A></LI>
</UL>
</LI>
<LI class="toclevel-1 tocsection-34"><A href="#See_also"><SPAN class="tocnumber">7</SPAN> <SPAN class="toctext">See also</SPAN></A></LI>
<LI class="toclevel-1 tocsection-35"><A href="#Notes"><SPAN class="tocnumber">8</SPAN> <SPAN class="toctext">Notes</SPAN></A></LI>
<LI class="toclevel-1 tocsection-36"><A href="#References"><SPAN class="tocnumber">9</SPAN> <SPAN class="toctext">References</SPAN></A>
<UL>
<LI class="toclevel-2 tocsection-37"><A href="#Citations"><SPAN class="tocnumber">9.1</SPAN> <SPAN class="toctext">Citations</SPAN></A></LI>
<LI class="toclevel-2 tocsection-38"><A href="#Sources"><SPAN class="tocnumber">9.2</SPAN> <SPAN class="toctext">Sources</SPAN></A></LI>
</UL>
</LI>
<LI class="toclevel-1 tocsection-39"><A href="#External_links"><SPAN class="tocnumber">10</SPAN> <SPAN class="toctext">External links</SPAN></A></LI>
</UL>
</DIV>
<P></P>
<H2><SPAN class="mw-headline" id="Terminology">Terminology</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=1" title="Edit section: Terminology">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H2>
<P>Other names include <B>board of directors and advisors</B>, <B><A href="/wiki/Board_of_governors" class="mw-redirect" title="Board of governors">board of governors</A></B>, <B>board of managers</B>, <B><A href="/wiki/Board_of_Regents" class="mw-redirect" title="Board of Regents">board of regents</A></B>, <B>board of <A href="/wiki/Trustees" class="mw-redirect" title="Trustees">trustees</A></B>, or <B>board of visitors</B>. It may also be called "the executive board" and is often simply referred to as "the board".<SUP id="cite_ref-FOOTNOTERobert2011481-483_4-0" class="reference"><A href="#cite_note-FOOTNOTERobert2011481-483-4">[4]</A></SUP></P>
<H2><SPAN class="mw-headline" id="Roles">Roles</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=2" title="Edit section: Roles">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H2>
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<TH style="padding:0.2em 0.4em 0.2em;font-size:145%;line-height:1.2em;font-size:130%;"><A href="/wiki/Business_administration" title="Business administration">Business administration</A></TH>
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<P>Typical duties of boards of directors include:<SUP id="cite_ref-5" class="reference"><A href="#cite_note-5">[5]</A></SUP><SUP id="cite_ref-6" class="reference"><A href="#cite_note-6">[6]</A></SUP></P>
<UL>
<LI>governing the organization by establishing broad policies and setting out strategic objectives;</LI>
<LI>selecting, appointing, supporting and reviewing the performance of the <A href="/wiki/Chief_executive" class="mw-redirect" title="Chief executive">chief executive</A> (of which the titles vary from organization to organization; the chief executive may be titled <A href="/wiki/Chief_executive_officer" title="Chief executive officer">chief executive officer</A>, <A href="/wiki/President_(corporate_title)" title="President (corporate title)">president</A> or <A href="/wiki/Executive_director" title="Executive director">executive director</A>);</LI>
<LI>terminating the chief executive;</LI>
<LI>ensuring the availability of adequate financial resources;</LI>
<LI>approving annual budgets;</LI>
<LI>accounting to the <A href="/wiki/Project_stakeholder" title="Project stakeholder">stakeholders</A> for the organization's performance;</LI>
<LI>setting the salaries, compensation and benefits of senior management;</LI>
</UL>
<P>The legal responsibilities of boards and board members vary with the nature of the organization, and between jurisdictions. For <A href="/wiki/Public_corporations" class="mw-redirect" title="Public corporations">companies with publicly trading stock</A>, these responsibilities are typically much more rigorous and complex than for those of other types.</P>
<P>Typically, the board chooses one of its members to be the <I><A href="/wiki/Chairman" title="Chairman">chairman</A></I> (more usually now called the "chair" or "chairperson"), who holds whatever title is specified in the <A href="/wiki/By-law" title="By-law">bylaws</A> or <A href="/wiki/Articles_of_association" title="Articles of association">articles of association</A>. However, in membership organizations, the members elect the president of the organization and the president becomes the chair of the board, unless the bylaws say otherwise.<SUP id="cite_ref-FOOTNOTERobert2011484_7-0" class="reference"><A href="#cite_note-FOOTNOTERobert2011484-7">[7]</A></SUP></P>
<H2><SPAN class="mw-headline" id="Directors">Directors</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=3" title="Edit section: Directors">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H2>
<P>The directors of an organization are the persons who are members of its board. Several specific terms categorize directors by the presence or absence of their other relationships to the organization.<SUP id="cite_ref-8" class="reference"><A href="#cite_note-8">[8]</A></SUP></P>
<H3><SPAN class="mw-headline" id="Inside_director">Inside director</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=4" title="Edit section: Inside director">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<P>An inside director is a director who is also an employee, officer, chief executive, major <A href="/wiki/Shareholder" title="Shareholder">shareholder</A>, or someone similarly connected to the organization. Inside directors represent the interests of the entity's <A href="/wiki/Stakeholder_(corporate)" title="Stakeholder (corporate)">stakeholders</A>, and often have special knowledge of its inner workings, its financial or market position, and so on.</P>
<P>Typical inside directors are:</P>
<UL>
<LI>A <A href="/wiki/Chief_executive_officer" title="Chief executive officer">chief executive officer</A> (CEO) who may also be <A href="/wiki/Chairman" title="Chairman">chairman of the board</A></LI>
<LI>Other executives of the organization, such as its <A href="/wiki/Chief_financial_officer" title="Chief financial officer">chief financial officer</A> (CFO) or <A href="/wiki/Executive_vice_president" class="mw-redirect" title="Executive vice president">executive vice president</A></LI>
<LI>Large shareholders (who may or may not also be employees or officers)</LI>
<LI>Representatives of other stakeholders such as labor unions, major lenders, or members of the community in which the organization is located</LI>
</UL>
<P>An inside director who is employed as a manager or executive of the organization is sometimes referred to as an executive director (not to be confused with the title <A href="/wiki/Executive_director" title="Executive director">executive director</A> sometimes used for the CEO position in some organizations). Executive directors often have a specified area of responsibility in the organization, such as finance, marketing, human resources, or production.<SUP id="cite_ref-Ivestopedia_9-0" class="reference"><A href="#cite_note-Ivestopedia-9">[9]</A></SUP></P>
<H3><SPAN class="mw-headline" id="Outside_director">Outside director</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=5" title="Edit section: Outside director">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<DIV role="note" class="hatnote navigation-not-searchable">Main article: <A href="/wiki/Independent_director" title="Independent director">Independent director</A></DIV>
<P>An outside director is a member of the board who is not otherwise employed by or engaged with the organization, and does not represent any of its stakeholders. A typical example is a director who is <A href="/wiki/President_(corporate_title)" title="President (corporate title)">president</A> of a firm in a different industry.<SUP id="cite_ref-Investopedia_2_10-0" class="reference"><A href="#cite_note-Investopedia_2-10">[10]</A></SUP> Outside directors are not employees of the company or affiliated with it in any other way.</P>
<P>Outside directors bring outside experience and perspectives to the board. For example, for a company that only serves a domestic market, the presence of CEOs from global multinational corporations as outside directors can help to provide insights on export and import opportunities and international trade options. One of the arguments for having outside directors is that they can keep a watchful eye on the inside directors and on the way the organization is run. Outside directors are unlikely to tolerate "insider dealing" between insider directors, as outside directors do not benefit from the company or organization. Outside directors are often useful in handling disputes between inside directors, or between shareholders and the board. They are thought to be advantageous because they can be objective and present little risk of conflict of interest. On the other hand, they might lack familiarity with the specific issues connected to the organization's governance and they might not know about the industry or sector in which the organization is operating.</P>
<H3><SPAN class="mw-headline" id="Terminology_2">Terminology <SPAN id="Classification"></SPAN></SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=6" title="Edit section: Terminology">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<UL>
<LI><B>Director</B> – a person appointed to serve on the board of an organization, such as an institution or business.</LI>
<LI><B>Inside director</B> – a director who, in addition to serving on the board, has a meaningful connection to the organization</LI>
<LI><B><A href="/wiki/Outside_director" class="mw-redirect" title="Outside director">Outside director</A></B> – a director who, other than serving on the board, has no meaningful connections to the organization</LI>
<LI><B>Executive director</B> – an inside director who is also an executive with the organization. The term is also used, in a completely different sense, to refer to a CEO</LI>
<LI><B><A href="/wiki/Non-executive_director" title="Non-executive director">Non-executive director</A></B> – an inside director who is not an executive with the organization</LI>
<LI><B>Shadow or <I>de facto</I> director</B> – an individual who is not a named director but who nevertheless directs or controls the organization</LI>
<LI><B>Nominee director</B> – an individual who is appointed by a shareholder, creditor or interest group (whether contractually or by resolution at a company meeting) and who has a continuing loyalty to the appointor/s or other interest in the appointing company</LI>
</UL>
<P>Individual directors often serve on more than one board.<SUP id="cite_ref-Businessdictionary_11-0" class="reference"><A href="#cite_note-Businessdictionary-11">[11]</A></SUP> This practice results in an <A href="/wiki/Interlocking_directorate" title="Interlocking directorate">interlocking directorate</A>, where a relatively small number of individuals have significant influence over a large number of important entities. This situation can have important corporate, social, economic, and legal consequences, and has been the subject of significant research.<SUP class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<I><A href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><SPAN title="This claim needs references to reliable sources. (February 2013)">citation needed</SPAN></A></I>]</SUP></P>
<H2><SPAN class="mw-headline" id="Process_and_structure">Process and structure</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=7" title="Edit section: Process and structure">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H2>
<P>The process for running a board, sometimes called the <A href="/w/index.php?title=Board_process&action=edit&redlink=1" class="new" title="Board process (page does not exist)">board process</A>, includes the selection of board members, the setting of clear board objectives, the dissemination of documents or <A href="/w/index.php?title=Board_package&action=edit&redlink=1" class="new" title="Board package (page does not exist)">board package</A> to the board members, the collaborative creation of an <A href="/wiki/Agenda_(meeting)" title="Agenda (meeting)">agenda</A> for the meeting, the creation and follow-up of assigned <A href="/wiki/Action_items" class="mw-redirect" title="Action items">action items</A>, and the assessment of the board process through standardized assessments of board members, owners, and CEOs.<SUP id="cite_ref-12" class="reference"><A href="#cite_note-12">[12]</A></SUP> The science of this process has been slow to develop due to the secretive nature of the way most companies run their boards, however some standardization is beginning to develop. Some who are pushing for this standardization in the USA are the <A href="/wiki/National_Association_of_Corporate_Directors" title="National Association of Corporate Directors">National Association of Corporate Directors</A>, <A href="/wiki/McKinsey_%26_Company" title="McKinsey & Company">McKinsey</A> Consulting and <A href="/w/index.php?title=The_Board_Group&action=edit&redlink=1" class="new" title="The Board Group (page does not exist)">The Board Group</A>.</P>
<H3><SPAN class="mw-headline" id="Board_meetings">Board meetings</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=8" title="Edit section: Board meetings">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<P>A board of directors conducts its meetings according to the rules and procedures contained in its governing documents. These procedures may allow the board to conduct its business by <A href="/wiki/Conference_call" title="Conference call">conference call</A> or other <A href="/wiki/Videoconferencing" class="mw-redirect" title="Videoconferencing">electronic</A> means.<SUP id="cite_ref-:2_13-0" class="reference"><A href="#cite_note-:2-13">[13]</A></SUP> They may also specify how a <A href="/wiki/Quorum" title="Quorum">quorum</A> is to be determined.<SUP id="cite_ref-:2_13-1" class="reference"><A href="#cite_note-:2-13">[13]</A></SUP></P>
<P>Most organizations have adopted <I><A href="/wiki/Robert%27s_Rules_of_Order" title="Robert's Rules of Order">Robert's Rules of Order</A></I> as its guide to supplement its own rules<SUP class="noprint Inline-Template" style="white-space:nowrap;">[<I><A href="/wiki/Wikipedia:Naming_conventions_(geographic_names)" title="Wikipedia:Naming conventions (geographic names)"><SPAN title="The geographic scope near this tag is ambiguous. (November 2016)">where?</SPAN></A></I>]</SUP>.<SUP id="cite_ref-14" class="reference"><A href="#cite_note-14">[14]</A></SUP> In this book, the rules for conducting board meetings may be less formal if there is no more than about a dozen board members present.<SUP id="cite_ref-FOOTNOTERobert20119-10,487-488_15-0" class="reference"><A href="#cite_note-FOOTNOTERobert20119-10,487-488-15">[15]</A></SUP> An example of the informality is that <A href="/wiki/Motion_(parliamentary_procedure)" title="Motion (parliamentary procedure)">motions</A> are not required if it's clear what is being discussed.<SUP id="cite_ref-16" class="reference"><A href="#cite_note-16">[16]</A></SUP></P>
<H3><SPAN class="mw-headline" id="Size">Size</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=9" title="Edit section: Size">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<P>Historically, nonprofit boards have not uncommonly had large boards with up to twenty-four members, but a modern trend is to have smaller boards as small as six or seven people.<SUP id="cite_ref-:3_17-0" class="reference"><A href="#cite_note-:3-17">[17]</A></SUP> Studies suggest that after seven people, each additional person reduces the effectiveness of <A href="/wiki/Group_decision-making" title="Group decision-making">group-decision-making</A>.<SUP id="cite_ref-:3_17-1" class="reference"><A href="#cite_note-:3-17">[17]</A></SUP></P>
<H2><SPAN class="mw-headline" id="Non-corporate_boards">Non-corporate boards</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=10" title="Edit section: Non-corporate boards">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H2>
<P>The role and responsibilities of a board of directors vary depending on the nature and type of business entity and the laws applying to the entity (see <A href="/wiki/Types_of_business_entity" class="mw-redirect" title="Types of business entity">types of business entity</A>). For example, the nature of the business entity may be one that is traded on a public market (public company), not traded on a public market (a private, limited or closely held company), owned by family members (a family business), or exempt from income taxes (a non-profit, not for profit, or tax-exempt entity). There are numerous types of business entities available throughout the world such as a corporation, limited liability company, cooperative, business trust, partnership, private limited company, and public limited company.</P>
<P>Much of what has been written about boards of directors relates to boards of directors of business entities actively traded on public markets.<SUP id="cite_ref-18" class="reference"><A href="#cite_note-18">[18]</A></SUP> More recently, however, material is becoming available for boards of private and closely held businesses including family businesses.<SUP id="cite_ref-19" class="reference"><A href="#cite_note-19">[19]</A></SUP></P>
<P>A <A href="/wiki/Board-only" title="Board-only">board-only</A> organization is one whose board is self-appointed, rather than being accountable to a base of members through elections; or in which the powers of the membership are extremely limited.<SUP class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<I><A href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><SPAN title="This claim needs references to reliable sources. (July 2012)">citation needed</SPAN></A></I>]</SUP></P>
<H3><SPAN class="mw-headline" id="Membership_organizations">Membership organizations</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=11" title="Edit section: Membership organizations">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<P>In <A href="/wiki/Voluntary_association" title="Voluntary association">membership organizations</A>, such as a society made up of members of a certain profession or one advocating a certain cause, a board of directors may have the responsibility of running the organization in between meetings of the membership, especially if the membership meets infrequently, such as only at an <A href="/wiki/Annual_general_meeting" title="Annual general meeting">annual general meeting</A>.<SUP id="cite_ref-FOOTNOTERobert2011481–483_20-0" class="reference"><A href="#cite_note-FOOTNOTERobert2011481–483-20">[20]</A></SUP> The amount of powers and authority delegated to the board depend on the bylaws and rules of the particular organization. Some organizations place matters exclusively in the board's control while in others, the general membership retains full power and the board can only make recommendations.<SUP id="cite_ref-FOOTNOTERobert2011481-483_4-1" class="reference"><A href="#cite_note-FOOTNOTERobert2011481-483-4">[4]</A></SUP></P>
<P>The setup of a board of directors vary widely across organizations and may include provisions that are applicable to corporations, in which the "shareholders" are the members of the organization. A difference may be that the membership elects the officers of the organization, such as the president and the secretary, and the officers become members of the board in addition to the directors and retain those duties on the board.<SUP id="cite_ref-FOOTNOTERobert2011484_7-1" class="reference"><A href="#cite_note-FOOTNOTERobert2011484-7">[7]</A></SUP> The directors may also be classified as officers in this situation.<SUP id="cite_ref-FOOTNOTERobert2011572_21-0" class="reference"><A href="#cite_note-FOOTNOTERobert2011572-21">[21]</A></SUP> There may also be ex-officio members of the board, or persons who are members due to another position that they hold. These ex-officio members have all the same rights as the other board members.<SUP id="cite_ref-22" class="reference"><A href="#cite_note-22">[22]</A></SUP></P>
<P>Members of the board may be removed before their term is complete. Details on how they can be removed are usually provided in the bylaws. If the bylaws do not contain such details, the section on disciplinary procedures in <I><A href="/wiki/Robert%27s_Rules_of_Order" title="Robert's Rules of Order">Robert's Rules of Order</A></I> may be used.<SUP id="cite_ref-23" class="reference"><A href="#cite_note-23">[23]</A></SUP></P>
<H2><SPAN class="mw-headline" id="Corporations">Corporations</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=12" title="Edit section: Corporations">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H2>
<P>In a <A href="/wiki/Public_company" title="Public company">publicly held company</A>, directors are elected to represent and are legally obligated as fiduciaries to represent owners of the company—the <A href="/wiki/Shareholder" title="Shareholder">shareholders</A>/stockholders. In this capacity they establish policies and make decisions on issues such as whether there is <A href="/wiki/Dividend" title="Dividend">dividend</A> and how much it is, <A href="/wiki/Employee_stock_option" title="Employee stock option">stock options</A> distributed to employees, and the hiring/firing and <A href="/wiki/Executive_pay" class="mw-redirect" title="Executive pay">compensation of upper management</A>.</P>
<H3><SPAN class="mw-headline" id="Governance">Governance</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=13" title="Edit section: Governance">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<P>Theoretically, the control of a company is divided between two bodies: the board of directors, and the <A href="/wiki/Shareholder" title="Shareholder">shareholders</A> in <A href="/wiki/General_meeting" class="mw-redirect" title="General meeting">general meeting</A>. In practice, the amount of power exercised by the board varies with the type of company. In small private companies, the directors and the shareholders are normally the same people, and thus there is no real division of power. In large <A href="/wiki/Public_company" title="Public company">public companies</A>, the board tends to exercise more of a supervisory role, and individual responsibility and management tends to be delegated downward to individual professional executives (such as a finance director or a marketing director) who deal with particular areas of the company's affairs.<SUP id="cite_ref-CRI_24-0" class="reference"><A href="#cite_note-CRI-24">[24]</A></SUP></P>
<P>Another feature of boards of directors in large public companies is that the board tends to have more <A href="/wiki/De_facto" title="De facto">de facto</A> power. Many shareholders grant proxies to the directors to vote their shares at general meetings and accept all recommendations of the board rather than try to get involved in management, since each shareholder's power, as well as interest and information is so small. Larger institutional investors also grant the board proxies. The large number of shareholders also makes it hard for them to organize. However, there have been moves recently to try to increase <A href="/wiki/Shareholder_activism" class="mw-redirect" title="Shareholder activism">shareholder activism</A> among both institutional investors and individuals with small shareholdings.<SUP id="cite_ref-CRI_24-1" class="reference"><A href="#cite_note-CRI-24">[24]</A></SUP></P>
<P>A contrasting view is that in large public companies it is upper management and not boards that wield practical power, because boards delegate nearly all of their power to the top executive employees, adopting their recommendations almost without fail. As a practical matter, executives even choose the directors, with shareholders normally following management recommendations and voting for them.</P>
<P>In most cases, serving on a board is not a <A href="/wiki/Career" title="Career">career</A> unto itself. For major corporations, the board members are usually professionals or leaders in their field. In the case of outside directors, they are often senior leaders of other organizations. Nevertheless, board members often receive remunerations amounting to hundreds of thousands of dollars per year since they often sit on the boards of several companies. Inside directors are usually not paid for sitting on a board, but the duty is instead considered part of their larger job description. Outside directors are usually paid for their services. These remunerations vary between corporations, but usually consist of a yearly or monthly salary, additional compensation for each meeting attended, stock options, and various other benefits. such as travel, hotel and meal expenses for the board meetings. <A href="/wiki/Tiffany_%26_Co." title="Tiffany & Co.">Tiffany & Co.</A>, for example, pays directors an annual retainer of $46,500, an additional annual retainer of $2,500 if the director is also a chairperson of a committee, a per-meeting-attended fee of $2,000 for meetings attended in person, a $500 fee for each meeting attended via telephone, in addition to stock options and retirement benefits.<SUP id="cite_ref-25" class="reference"><A href="#cite_note-25">[25]</A></SUP></P>
<H3><SPAN class="mw-headline" id="Two-tier_system">Two-tier system</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=14" title="Edit section: Two-tier system">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<P>In some European and <A href="/wiki/Asia" title="Asia">Asian</A> countries, there are two separate boards, an executive board for day-to-day business and a <A href="/wiki/Supervisory_board" title="Supervisory board">supervisory board</A> (elected by the shareholders and employees) for supervising the executive board. In these countries, the CEO (chief executive or managing director) presides over the executive board and the chairman presides over the supervisory board, and these two roles will always be held by different people. This ensures a distinction between <A href="/wiki/Management" title="Management">management</A> by the executive board and <A href="/wiki/Governance" title="Governance">governance</A> by the supervisory board and allows for clear lines of authority. The aim is to prevent a <A href="/wiki/Conflict_of_interest" title="Conflict of interest">conflict of interest</A> and too much power being concentrated in the hands of one person. There is a strong parallel here with the structure of government, which tends to separate the political <A href="/wiki/Cabinet_(government)" title="Cabinet (government)">cabinet</A> from the management <A href="/wiki/Civil_service" title="Civil service">civil service</A>. In the United States, the board of directors (elected by the shareholders) is often equivalent to the supervisory board, while the executive board may often be known as the executive committee (operating committee or executive council), composed of the CEO and their direct reports (other C-level officers, division/subsidiary heads).</P>
<H3><SPAN class="mw-headline" id="History">History</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=15" title="Edit section: History">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
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The <A href="/wiki/Meeting_room" class="mw-redirect" title="Meeting room">meeting room</A> of the <A href="/wiki/Heren_XVII" class="mw-redirect" title="Heren XVII">Heren XVII</A><SPAN class="noprint" style="font-size:85%; font-style: normal;"> (<A href="https://nl.wikipedia.org/wiki/Heren_XVII" class="extiw" title="nl:Heren XVII">nl</A>)</SPAN>, the <A href="/wiki/Dutch_East_India_Company" title="Dutch East India Company">Dutch East India Company</A>'s board of directors, in the <A href="/wiki/Oost-Indisch_Huis" title="Oost-Indisch Huis">Oost-Indisch Huis</A> (Amsterdam). The Dutch East India Company (VOC) is often considered by many to be an early pioneering model of the modern corporation.<SUP id="cite_ref-26" class="reference"><A href="#cite_note-26">[26]</A></SUP><SUP id="cite_ref-27" class="reference"><A href="#cite_note-27">[27]</A></SUP><SUP id="cite_ref-28" class="reference"><A href="#cite_note-28">[28]</A></SUP><SUP id="cite_ref-29" class="reference"><A href="#cite_note-29">[29]</A></SUP> In 1610, the company <A href="/wiki/Dutch_East_India_Company_in_Indonesia" title="Dutch East India Company in Indonesia">established its administrative center</A> (the VOC's second <A href="/wiki/Corporate_headquarters" title="Corporate headquarters">headquarters</A>) in <A href="/wiki/Batavia,_Dutch_East_Indies" title="Batavia, Dutch East Indies">Batavia</A> with a <A href="/wiki/List_of_Governors-General_of_the_Dutch_East_Indies" title="List of Governors-General of the Dutch East Indies">Governor-General</A> in charge, as the company's <I>de facto</I> <A href="/wiki/Chief_executive" class="mw-redirect" title="Chief executive">chief executive</A>.</DIV>
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<DIV class="mbox-text-span">The examples and perspective in this section <B>deal primarily with the United Kingdom and do not represent a <A href="/wiki/Wikipedia:WikiProject_Countering_systemic_bias" title="Wikipedia:WikiProject Countering systemic bias">worldwide view</A> of the subject</B>. <SPAN class="hide-when-compact">You may <A class="external text" href="//en.wikipedia.org/w/index.php?title=Board_of_directors&action=edit">improve this article</A>, discuss the issue on the <A href="/wiki/Talk:Board_of_directors" title="Talk:Board of directors">talk page</A>, or <A href="/wiki/Wikipedia:Article_wizard" title="Wikipedia:Article wizard">create a new article</A>, as appropriate.</SPAN> <SMALL><I>(April 2016)</I></SMALL> <SMALL class="hide-when-compact"><I>(<A href="/wiki/Help:Maintenance_template_removal" title="Help:Maintenance template removal">Learn how and when to remove this template message</A>)</I></SMALL></DIV>
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<P>The development of a separate board of directors to manage/govern/oversee a company has occurred incrementally and indefinitely over legal history. Until the end of the 19th century, it seems to have been generally assumed that the general meeting (of all shareholders) was the supreme organ of a company, and that the board of directors merely acted as an agent of the company subject to the control of the shareholders in general meeting.<SUP id="cite_ref-30" class="reference"><A href="#cite_note-30">[30]</A></SUP></P>
<P>However, by 1906, the <A href="/wiki/Court_of_Appeal_of_England_and_Wales" class="mw-redirect" title="Court of Appeal of England and Wales">English Court of Appeal</A> had made it clear in the decision of <I><A href="/wiki/Automatic_Self-Cleansing_Filter_Syndicate_Co_Ltd_v_Cuninghame" title="Automatic Self-Cleansing Filter Syndicate Co Ltd v Cuninghame">Automatic Self-Cleansing Filter Syndicate Co Ltd v Cuninghame</A></I> [1906] 2 Ch 34 that the division of powers between the board and the shareholders in general meaning depended on the construction of the <A href="/wiki/Articles_of_Association_(law)" class="mw-redirect" title="Articles of Association (law)">articles of association</A> and that, where the powers of management were vested in the board, the general meeting could not interfere with their lawful exercise. The articles were held to constitute a contract by which the members had agreed that "the directors and the directors alone shall manage."<SUP id="cite_ref-31" class="reference"><A href="#cite_note-31">[31]</A></SUP></P>
<P>The new approach did not secure immediate approval, but it was endorsed by the <A href="/wiki/Judicial_functions_of_the_House_of_Lords" title="Judicial functions of the House of Lords">House of Lords</A> in <I>Quin & Axtens v Salmon</I> [1909] AC 442 and has since received general acceptance. Under English law, successive versions of <A href="/wiki/Table_A" title="Table A">Table A</A> have reinforced the norm that, unless the directors are acting contrary to the law or the provisions of the Articles, the powers of conducting the management and affairs of the company are vested in them.</P>
<P>The modern doctrine was expressed in <I><A href="/wiki/John_Shaw_%26_Sons_(Salford)_Ltd_v_Shaw" title="John Shaw & Sons (Salford) Ltd v Shaw">John Shaw & Sons (Salford) Ltd v Shaw</A></I> [1935] 2 KB 113 by <A href="/wiki/Frederick_Greer,_1st_Baron_Fairfield" title="Frederick Greer, 1st Baron Fairfield">Greer LJ</A> as follows:</P>
<BLOCKQUOTE>
<P>A company is an entity distinct alike from its shareholders and its directors. Some of its powers may, according to its articles, be exercised by directors, certain other powers may be reserved for the shareholders in general meeting. If powers of management are vested in the directors, they and they alone can exercise these powers. The only way in which the general body of shareholders can control the exercise of powers by the articles in the directors is by altering the articles, or, if opportunity arises under the articles, by refusing to re-elect the directors of whose actions they disapprove. They cannot themselves usurp the powers which by the articles are vested in the directors any more than the directors can usurp the powers vested by the articles in the general body of shareholders.</P>
</BLOCKQUOTE>
<P>It has been remarked<SUP class="noprint Inline-Template" style="white-space:nowrap;">[<I><A href="/wiki/Wikipedia:Manual_of_Style/Words_to_watch#Unsupported_attributions" title="Wikipedia:Manual of Style/Words to watch"><SPAN title="The material near this tag may use weasel words or too-vague attribution. (April 2016)">by whom?</SPAN></A></I>]</SUP> that this development in the law was somewhat surprising at the time, as the relevant provisions in <A href="/wiki/Table_A" title="Table A">Table A</A> (as it was then) seemed to contradict this approach rather than to endorse it.<SUP id="cite_ref-32" class="reference"><A href="#cite_note-32">[32]</A></SUP></P>
<H3><SPAN class="mw-headline" id="Election_and_removal">Election and removal</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=16" title="Edit section: Election and removal">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<P>In most legal systems, the appointment and removal of directors is voted upon by the shareholders in general meeting<SUP id="cite_ref-33" class="reference"><A href="#cite_note-33">[a]</A></SUP> or through a <A href="/wiki/Proxy_statement" title="Proxy statement">proxy statement</A>. For publicly traded companies in the U.S., the directors which are available to vote on are largely selected by either the board as a whole or a <A href="/wiki/Nominating_committee" class="mw-redirect" title="Nominating committee">nominating committee</A>.<SUP id="cite_ref-Shivdasani1999_34-0" class="reference"><A href="#cite_note-Shivdasani1999-34">[33]</A></SUP> Although in 2002 the <A href="/wiki/New_York_Stock_Exchange" title="New York Stock Exchange">New York Stock Exchange</A> and the <A href="/wiki/NASDAQ" title="NASDAQ">NASDAQ</A> required that nominating committees consist of independent directors as a condition of listing,<SUP id="cite_ref-35" class="reference"><A href="#cite_note-35">[34]</A></SUP> nomination committees have historically received input from management in their selections even when the CEO does not have a position on the board.<SUP id="cite_ref-Shivdasani1999_34-1" class="reference"><A href="#cite_note-Shivdasani1999-34">[33]</A></SUP> Shareholder nominations can only occur at the general meeting itself or through the prohibitively expensive process of mailing out ballots separately; in May 2009 the SEC proposed a new rule allowing shareholders meeting certain criteria to add nominees to the proxy statement.<SUP id="cite_ref-36" class="reference"><A href="#cite_note-36">[35]</A></SUP> In practice for publicly traded companies, the managers (<A href="/wiki/Inside_director" title="Inside director">inside directors</A>) who are purportedly accountable to the board of directors have historically played a major role in selecting and nominating the directors who are voted on by the shareholders, in which case more "gray outsider directors" (independent directors with conflicts of interest) are nominated and elected.<SUP id="cite_ref-Shivdasani1999_34-2" class="reference"><A href="#cite_note-Shivdasani1999-34">[33]</A></SUP></P>
<P>Directors may also leave office by resignation or death. In some legal systems, directors may also be removed by a resolution of the remaining directors (in some countries they may only do so "with cause"; in others the power is unrestricted).</P>
<P>Some jurisdictions also permit the board of directors to appoint directors, either to fill a vacancy which arises on resignation or death, or as an addition to the existing directors.(<I>needs citation</I>)</P>
<P>In practice, it can be quite difficult to remove a director by a resolution in general meeting. In many legal systems, the director has a right to receive special notice of any resolution to remove him or her;<SUP id="cite_ref-37" class="reference"><A href="#cite_note-37">[b]</A></SUP> the company must often supply a copy of the proposal to the director, who is usually entitled to be heard by the meeting.<SUP id="cite_ref-38" class="reference"><A href="#cite_note-38">[c]</A></SUP> The director may require the company to circulate any representations that he wishes to make.<SUP id="cite_ref-39" class="reference"><A href="#cite_note-39">[d]</A></SUP> Furthermore, the director's contract of service will usually entitle him to compensation if he is removed, and may often include a generous "<A href="/wiki/Golden_parachute" title="Golden parachute">golden parachute</A>" which also acts as a deterrent to removal.<SUP class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<I><A href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><SPAN title="This claim needs references to reliable sources. (April 2009)">citation needed</SPAN></A></I>]</SUP></P>
<P>A recent study examines how corporate shareholders voted in director elections in the United States.<SUP id="cite_ref-40" class="reference"><A href="#cite_note-40">[36]</A></SUP> It found that directors received fewer votes from shareholders when their companies performed poorly, had excess CEO compensation, or had poor shareholder protection. Also, directors received fewer votes when they did not regularly attend board meetings or received negative recommendations from a proxy advisory firm. The study also shows that companies often improve their corporate governance by removing <A href="/wiki/Poison_pill" class="mw-redirect" title="Poison pill">poison pills</A> or classified boards and by reducing excessive CEO pay after their directors receive low shareholder support.<SUP id="cite_ref-41" class="reference"><A href="#cite_note-41">[37]</A></SUP></P>
<P>Board accountability to shareholders is a recurring issue. In 2010, the <I>New York Times</I> noted that several directors who had overseen companies which had failed in the <A href="/wiki/Financial_crisis_of_2007%E2%80%932010" class="mw-redirect" title="Financial crisis of 2007–2010">financial crisis of 2007–2010</A> had found new positions as directors.<SUP id="cite_ref-42" class="reference"><A href="#cite_note-42">[38]</A></SUP> The SEC sometimes imposes a ban (a "D&O bar") on serving on a board as part of its fraud cases, and one of these was upheld in 2013.<SUP id="cite_ref-43" class="reference"><A href="#cite_note-43">[39]</A></SUP></P>
<H3><SPAN class="mw-headline" id="Exercise_of_powers">Exercise of powers</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=17" title="Edit section: Exercise of powers">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<P>The exercise by the board of directors of its powers usually occurs in board meetings. Most legal systems require sufficient notice to be given to all directors of these meetings, and that a <A href="/wiki/Quorum" title="Quorum">quorum</A> must be present before any business may be conducted. Usually, a meeting which is held without notice having been given is still valid if all of the directors attend, but it has been held that a failure to give notice may negate resolutions passed at a meeting, because the persuasive oratory of a minority of directors might have persuaded the majority to change their minds and vote otherwise.<SUP id="cite_ref-44" class="reference"><A href="#cite_note-44">[40]</A></SUP></P>
<P>In most <A href="/wiki/Common_law" title="Common law">common law</A> countries, the powers of the board are vested in the board as a whole, and not in the individual directors.<SUP id="cite_ref-45" class="reference"><A href="#cite_note-45">[41]</A></SUP> However, in instances an individual director may still bind the company by his acts by virtue of his <A href="/wiki/Ostensible_authority" class="mw-redirect" title="Ostensible authority">ostensible authority</A> (see also: <A href="/wiki/Royal_British_Bank_v_Turquand" title="Royal British Bank v Turquand">the rule in <I>Turquand's Case</I></A>).</P>
<H3><SPAN class="mw-headline" id="Duties">Duties</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=18" title="Edit section: Duties">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<DIV role="note" class="hatnote navigation-not-searchable">Main articles: <A href="/wiki/Directors%27_duties" title="Directors' duties">Directors' duties</A> and <A href="/wiki/Fiduciary_duties" class="mw-redirect" title="Fiduciary duties">Fiduciary duties</A></DIV>
<P>Because directors exercise control and management over the organization, but organizations are (in theory) run for the benefit of the <A href="/wiki/Shareholder" title="Shareholder">shareholders</A>, the law imposes strict duties on directors in relation to the exercise of their duties. The duties imposed on directors are <A href="/wiki/Fiduciary" title="Fiduciary">fiduciary</A> duties, similar to those that the law imposes on those in similar positions of trust: <A href="/wiki/Agency_(law)" class="mw-redirect" title="Agency (law)">agents</A> and <A href="/wiki/Trustee" title="Trustee">trustees</A>.</P>
<P>The duties apply to each director separately, while the powers apply to the board jointly. Also, the duties are owed to the company itself, and not to any other entity.<SUP id="cite_ref-46" class="reference"><A href="#cite_note-46">[42]</A></SUP> This does not mean that directors can never stand in a fiduciary relationship to the individual shareholders; they may well have such a duty in certain circumstances.<SUP id="cite_ref-47" class="reference"><A href="#cite_note-47">[43]</A></SUP></P>
<H4><SPAN id=".22Proper_purpose.22"></SPAN><SPAN class="mw-headline" id=""Proper_purpose"">"Proper purpose"</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=19" title="Edit section: "Proper purpose"">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H4>
<P>Directors must exercise their powers for a proper purpose. While in many instances an improper purpose is readily evident, such as a director looking to feather his or her own nest or divert an investment opportunity to a relative, such breaches usually involve a breach of the director's duty to act in good faith. Greater difficulties arise where the director, while acting in good faith, is serving a purpose that is not regarded by the law as proper.</P>
<P>The seminal authority in relation to what amounts to a proper purpose is the <A href="/wiki/United_Kingdom_Supreme_Court" class="mw-redirect" title="United Kingdom Supreme Court">Supreme Court</A> decision in <I><A href="/wiki/Eclairs_Group_Ltd_v_JKX_Oil_%26_Gas_plc" title="Eclairs Group Ltd v JKX Oil & Gas plc">Eclairs Group Ltd v JKX Oil & Gas plc</A></I> <A rel="nofollow" class="external text" href="http://www.bailii.org/uk/cases/UKSC/2015/71.html">[2015] UKSC 71</A> (2 December 2015). The case concerned the powers of directors under the <A href="/wiki/Articles_of_association" title="Articles of association">articles of association</A> of the company to disenfranchise voting rights attached to shares for failure to properly comply with notice served on the shareholders. Prior to that case the leading authority was <I><A href="/wiki/Howard_Smith_Ltd_v_Ampol_Ltd" class="mw-redirect" title="Howard Smith Ltd v Ampol Ltd">Howard Smith Ltd v Ampol Ltd</A></I> [1974] AC 821. The case concerned the power of the directors to issue new <A href="/wiki/Stock" title="Stock">shares</A>.<SUP id="cite_ref-48" class="reference"><A href="#cite_note-48">[44]</A></SUP> It was alleged that the directors had issued a large number of new shares purely to deprive a particular shareholder of his voting majority. An argument that the power to issue shares could only be properly exercised to raise new capital was rejected as too narrow, and it was held that it would be a proper exercise of the director's powers to issue shares to a larger company to ensure the financial stability of the company, or as part of an agreement to exploit mineral rights owned by the company.<SUP id="cite_ref-49" class="reference"><A href="#cite_note-49">[45]</A></SUP> If so, the mere fact that an incidental result (even if it was a desired consequence) was that a shareholder lost his majority, or a takeover bid was defeated, this would not itself make the share issue improper. But if the sole purpose was to destroy a voting majority, or block a takeover bid, that would be an improper purpose.</P>
<P>Not all jurisdictions recognised the "proper purpose" duty as separate from the "good faith" duty however.<SUP id="cite_ref-50" class="reference"><A href="#cite_note-50">[e]</A></SUP></P>
<H4><SPAN id=".22Unfettered_discretion.22"></SPAN><SPAN class="mw-headline" id=""Unfettered_discretion"">"Unfettered discretion"</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=20" title="Edit section: "Unfettered discretion"">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H4>
<P>Directors cannot, without the consent of the company, fetter their <A href="/wiki/Discretion" title="Discretion">discretion</A> in relation to the exercise of their powers, and cannot bind themselves to vote in a particular way at future board meetings.<SUP id="cite_ref-51" class="reference"><A href="#cite_note-51">[f]</A></SUP> This is so even if there is no improper motive or purpose, and no personal advantage to the director.</P>
<P>This does not mean, however, that the board cannot agree to the company entering into a contract which binds the company to a certain course, even if certain actions in that course will require further board approval. The company remains bound, but the directors retain the discretion to vote against taking the future actions (although that may involve a breach by the company of the <A href="/wiki/Contract" title="Contract">contract</A> that the board previously approved).</P>
<H4><SPAN id=".22Conflict_of_duty_and_interest.22"></SPAN><SPAN class="mw-headline" id=""Conflict_of_duty_and_interest"">"Conflict of duty and interest"</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=21" title="Edit section: "Conflict of duty and interest"">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H4>
<P>As fiduciaries, the directors may not put themselves in a position where their interests and duties conflict with the duties that they owe to the company. The law takes the view that good faith must not only be done, but must be manifestly seen to be done, and zealously patrols the conduct of directors in this regard; and will not allow directors to escape liability by asserting that his decision was in fact well founded. Traditionally, the law has divided conflicts of duty and interest into three sub-categories.</P>
<H5><SPAN class="mw-headline" id="Transactions_with_the_company">Transactions with the company</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=22" title="Edit section: Transactions with the company">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H5>
<P>By definition, where a director enters into a transaction with a company, there is a conflict between the director's interest (to do well for himself out of the transaction) and his duty to the company (to ensure that the company gets as much as it can out of the transaction). This rule is so strictly enforced that, even where the <A href="/wiki/Conflict_of_interest" title="Conflict of interest">conflict of interest</A> or conflict of duty is purely hypothetical, the directors can be forced to disgorge all personal gains arising from it. In <I>Aberdeen Ry v Blaikie</I> (1854) 1 Macq HL 461 <A href="/wiki/Robert_Rolfe,_1st_Baron_Cranworth" title="Robert Rolfe, 1st Baron Cranworth">Lord Cranworth</A> stated in his judgment that:</P>
<DL>
<DD>"A corporate body can only act by agents, and it is, of course, the duty of those agents so to act as best to promote the interests of the corporation whose affairs they are conducting. Such agents have duties to discharge of a fiduciary nature towards their principal. And it is a rule of universal application that no one, having such duties to discharge, shall be allowed to enter into engagements in which he has, <I>or can have</I>, a personal interest conflicting <I>or which possibly may conflict</I>, with the interests of those whom he is bound to protect... So strictly is this principle adhered to that no question is allowed to be raised as to the fairness or unfairness of the contract entered into..." (<I>emphasis</I> added)</DD>
</DL>
<P>However, in many jurisdictions the members of the company are permitted to ratify transactions which would otherwise fall foul of this principle. It is also largely accepted in most jurisdictions that this principle can be overridden in the company's constitution.</P>
<P>In many countries, there is also a statutory duty to declare interests in relation to any transactions, and the director can be fined for failing to make disclosure.<SUP id="cite_ref-52" class="reference"><A href="#cite_note-52">[g]</A></SUP></P>
<H5><SPAN id="Use_of_corporate_property.2C_opportunity.2C_or_information"></SPAN><SPAN class="mw-headline" id="Use_of_corporate_property,_opportunity,_or_information">Use of corporate property, opportunity, or information</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=23" title="Edit section: Use of corporate property, opportunity, or information">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H5>
<P>Directors must not, without the informed consent of the company, use for their own profit the company's assets, <A href="/wiki/Corporate_opportunity" title="Corporate opportunity">opportunities</A>, or information. This prohibition is much less flexible than the prohibition against the transactions with the company, and attempts to circumvent it using provisions in the articles have met with limited success.</P>
<P>In <I><A href="/wiki/Regal_(Hastings)_v_Gulliver" class="mw-redirect" title="Regal (Hastings) v Gulliver">Regal (Hastings) Ltd v Gulliver</A></I> [1942] All ER 378 the House of Lords, in upholding what was regarded as a wholly unmeritorious claim by the shareholders,<SUP id="cite_ref-53" class="reference"><A href="#cite_note-53">[h]</A></SUP> held that:</P>
<DL>
<DD>"(i) that what the directors did was so related to the affairs of the company that it can properly be said to have been done in the course of their management and in the utilisation of their opportunities and special knowledge as directors; and (ii) that what they did resulted in profit to themselves."</DD>
</DL>
<P>And accordingly, the directors were required to disgorge the profits that they made, and the shareholders received their windfall.</P>
<P>The decision has been followed in several subsequent cases,<SUP id="cite_ref-54" class="reference"><A href="#cite_note-54">[46]</A></SUP> and is now regarded as settled law.</P>
<H5><SPAN class="mw-headline" id="Competing_with_the_company">Competing with the company</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=24" title="Edit section: Competing with the company">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H5>
<P>Directors cannot compete directly with the company without a conflict of interest arising. Similarly, they should not act as directors of competing companies, as their duties to each company would then conflict with each other.</P>
<H4><SPAN class="mw-headline" id="Common_law_duties_of_care_and_skill">Common law duties of care and skill</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=25" title="Edit section: Common law duties of care and skill">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H4>
<P>Traditionally, the level of care and skill which has to be demonstrated by a director has been framed largely with reference to the non-executive director. In <I><A href="/wiki/Re_City_Equitable_Fire_Insurance_Co" title="Re City Equitable Fire Insurance Co">Re City Equitable Fire Insurance Co</A></I> [1925] Ch 407, it was expressed in purely subjective terms, where the court held that:</P>
<DL>
<DD>"a director need not exhibit in the performance of his duties a greater degree of skill than may reasonably be expected from a person of <I>his</I> knowledge and experience." (<I>emphasis</I> added)</DD>
</DL>
<P>However, this decision was based firmly in the older notions (see above) that prevailed at the time as to the mode of corporate decision making, and effective control residing in the shareholders; if they elected and put up with an incompetent decision maker, they should not have recourse to complain.</P>
<P>However, a more modern approach has since developed, and in <I><A href="/wiki/Dorchester_Finance_Co_Ltd_v_Stebbing" title="Dorchester Finance Co Ltd v Stebbing">Dorchester Finance Co Ltd v Stebbing</A></I> [1989] BCLC 498 the court held that the rule in <I>Equitable Fire</I> related only to skill, and not to diligence. With respect to diligence, what was required was:</P>
<DL>
<DD>"such care as an ordinary man might be expected to take on his own behalf."</DD>
</DL>
<P>This was a dual subjective and objective test, and one deliberately pitched at a higher level.</P>
<P>More recently, it has been suggested that both the tests of skill and diligence should be assessed objectively and subjectively; in the United Kingdom, the statutory provisions relating to directors' duties in the new <A href="/wiki/Companies_Act_2006" title="Companies Act 2006">Companies Act 2006</A> have been codified on this basis.<SUP id="cite_ref-NormanGoddard_55-0" class="reference"><A href="#cite_note-NormanGoddard-55">[47]</A></SUP></P>
<H4><SPAN class="mw-headline" id="Remedies_for_breach_of_duty">Remedies for breach of duty</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=26" title="Edit section: Remedies for breach of duty">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H4>
<P>In most jurisdictions, the law provides for a variety of remedies in the event of a breach by the directors of their duties:</P>
<OL>
<LI><A href="/wiki/Injunction" title="Injunction">injunction</A> or <A href="/wiki/Declaration_(law)" title="Declaration (law)">declaration</A></LI>
<LI><A href="/wiki/Damages" title="Damages">damages</A> or compensation</LI>
<LI>restoration of the company's property</LI>
<LI><A href="/wiki/Rescission_(contract_law)" title="Rescission (contract law)">rescission</A> of the relevant <A href="/wiki/Contract" title="Contract">contract</A></LI>
<LI><A href="/wiki/Account_of_profits" title="Account of profits">account of profits</A></LI>
<LI><A href="/wiki/Termination_of_employment#Summary_termination" title="Termination of employment">summary dismissal</A></LI>
</OL>
<H4><SPAN class="mw-headline" id="Current_trends">Current trends</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=27" title="Edit section: Current trends">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H4>
<P>Historically, directors' duties have been owed almost exclusively to the company and its members, and the board was expected to exercise its powers for the <A href="/wiki/Corporate_benefit" class="mw-redirect" title="Corporate benefit">financial benefit</A> of the company. However, more recently there have been attempts to "soften" the position, and provide for more scope for directors to act as good corporate citizens. For example, in the United Kingdom, the <A href="/wiki/Companies_Act_2006" title="Companies Act 2006">Companies Act 2006</A> requires directors of companies "to promote the success of the company for the benefit of its members as a whole" and sets out the following six factors regarding a director's duty to promote success:</P>
<UL>
<LI>the likely consequences of any decision in the long term</LI>
<LI>the interests of the company's employees</LI>
<LI>the need to foster the company's business relationships with suppliers, customers and others</LI>
<LI>the impact of the company's operations on the community and the environment</LI>
<LI>the desirability of the company maintaining a reputation for high standards of business conduct, and</LI>
<LI>the need to act fairly as between members of a company</LI>
</UL>
<P>This represents a considerable departure from the traditional notion that directors' duties are owed only to the company. Previously in the United Kingdom, under the <A href="/wiki/Companies_Act_1985" title="Companies Act 1985">Companies Act 1985</A>, protections for non-member stakeholders were considerably more limited (see for example, s.309 which permitted directors to take into account the interests of employees but which could only be enforced by the shareholders and not by the employees themselves). The changes have therefore been the subject of some criticism.<SUP id="cite_ref-56" class="reference"><A href="#cite_note-56">[48]</A></SUP></P>
<H3><SPAN class="mw-headline" id="United_States">United States</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=28" title="Edit section: United States">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<H4><SPAN id="Sarbanes.E2.80.93Oxley_Act"></SPAN><SPAN class="mw-headline" id="Sarbanes–Oxley_Act">Sarbanes–Oxley Act</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=29" title="Edit section: Sarbanes–Oxley Act">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H4>
<P>The <A href="/wiki/Sarbanes%E2%80%93Oxley_Act" title="Sarbanes–Oxley Act">Sarbanes–Oxley Act</A> of 2002 has introduced new standards of accountability on boards of U.S. companies or companies listed on U.S. <A href="/wiki/Stock_exchange" title="Stock exchange">stock exchanges</A>. Under the Act, directors risk large fines and prison sentences in the case of accounting crimes. <A href="/wiki/Internal_control" title="Internal control">Internal control</A> is now the direct responsibility of directors. The vast majority of companies covered by the Act have hired internal auditors to ensure that the company adheres to required standards of internal control. The internal auditors are required by law to report directly to an audit board, consisting of directors more than half of whom are outside directors, one of whom is a "financial expert."</P>
<P>The law requires companies listed on the major stock exchanges (NYSE, NASDAQ) to have a majority of independent directors—directors who are not otherwise employed by the firm or in a business relationship with it.</P>
<H4><SPAN class="mw-headline" id="Size_2">Size</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=30" title="Edit section: Size">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H4>
<P>According to the Corporate Library's study, the average size of publicly traded company's board is 9.2 members, and most boards range from 3 to 31 members. According to Investopedia, some analysts think the ideal size is seven.<SUP id="cite_ref-BoD_57-0" class="reference"><A href="#cite_note-BoD-57">[49]</A></SUP> State law may specify a minimum number of directors, maximum number of directors, and qualifications for directors (e.g. whether board members must be individuals or may be business entities).<SUP id="cite_ref-BoD2_58-0" class="reference"><A href="#cite_note-BoD2-58">[50]</A></SUP><SUP id="cite_ref-BoD3_59-0" class="reference"><A href="#cite_note-BoD3-59">[51]</A></SUP></P>
<H4><SPAN class="mw-headline" id="Committees">Committees</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=31" title="Edit section: Committees">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H4>
<P>While a board may have several committees, two—the compensation committee and audit committee—are critical and must be made up of at least three <A href="/wiki/Independent_director" title="Independent director">independent directors</A> and no inside directors. Other common committees in boards are nominating and governance.<SUP id="cite_ref-BoD_57-1" class="reference"><A href="#cite_note-BoD-57">[49]</A></SUP><SUP id="cite_ref-60" class="reference"><A href="#cite_note-60">[52]</A></SUP></P>
<H4><SPAN class="mw-headline" id="Compensation">Compensation</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=32" title="Edit section: Compensation">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H4>
<P>Directors of <A href="/wiki/Fortune_500" title="Fortune 500">Fortune 500</A> companies received median pay of $234,000 in 2011. Directorship is a part-time job. A recent National Association of Corporate Directors study found directors averaging just 4.3 hours a week on board work.<SUP id="cite_ref-comp_61-0" class="reference"><A href="#cite_note-comp-61">[53]</A></SUP> Surveys indicate that about 20% of <A href="/wiki/Nonprofit_foundation" class="mw-redirect" title="Nonprofit foundation">nonprofit foundations</A> pay their board members,<SUP id="cite_ref-Schambra_62-0" class="reference"><A href="#cite_note-Schambra-62">[54]</A></SUP> and 2% of American <A href="/wiki/Nonprofit_organization" title="Nonprofit organization">nonprofit organizations</A> do.<SUP id="cite_ref-FOOTNOTEBoardSource201552_63-0" class="reference"><A href="#cite_note-FOOTNOTEBoardSource201552-63">[55]</A></SUP><SUP id="cite_ref-64" class="reference"><A href="#cite_note-64">[56]</A></SUP> 80% of nonprofit organizations require board members to personally contribute to the organization,<SUP id="cite_ref-FOOTNOTEBoardSource201531_65-0" class="reference"><A href="#cite_note-FOOTNOTEBoardSource201531-65">[57]</A></SUP> as <A href="/wiki/BoardSource" title="BoardSource">BoardSource</A> recommends.<SUP id="cite_ref-66" class="reference"><A href="#cite_note-66">[58]</A></SUP> This percentage has increased in recent years.<SUP id="cite_ref-67" class="reference"><A href="#cite_note-67">[59]</A></SUP><SUP id="cite_ref-68" class="reference"><A href="#cite_note-68">[60]</A></SUP><SUP id="cite_ref-69" class="reference"><A href="#cite_note-69">[61]</A></SUP></P>
<H3><SPAN class="mw-headline" id="Criticism">Criticism</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=33" title="Edit section: Criticism">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<P>According to John Gillespie, a former investment banker and co-author of a book critical of boards,<SUP id="cite_ref-70" class="reference"><A href="#cite_note-70">[62]</A></SUP> "Far too much of their time has been for check-the-box and cover-your-behind activities rather than real monitoring of executives and providing strategic advice on behalf of shareholders".<SUP id="cite_ref-comp_61-1" class="reference"><A href="#cite_note-comp-61">[53]</A></SUP> At the same time, scholars have found that individual directors have a large effect on major corporate initiatives such as mergers and acquisitions<SUP id="cite_ref-71" class="reference"><A href="#cite_note-71">[63]</A></SUP> and cross-border investments.<SUP id="cite_ref-72" class="reference"><A href="#cite_note-72">[64]</A></SUP></P>
<P>The issue of <A href="/wiki/Gender_representation_on_corporate_boards_of_directors" title="Gender representation on corporate boards of directors">gender representation on corporate boards of directors</A> has been the subject of much criticism in recent years. Governments and corporations have responded with measures such as legislation mandating gender quotas and <A href="/wiki/Comply_or_explain" title="Comply or explain">comply or explain</A> systems to address the disproportionality of gender representation on corporate boards.<SUP id="cite_ref-73" class="reference"><A href="#cite_note-73">[65]</A></SUP> A study of the French corporate elite has found that certain social classes are also disproportionately represented on boards, with those from the upper and, especially, upper-middle classes tending to dominate.<SUP id="cite_ref-74" class="reference"><A href="#cite_note-74">[66]</A></SUP></P>
<H2><SPAN class="mw-headline" id="See_also">See also</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=34" title="Edit section: See also">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H2>
<DIV class="div-col columns column-width" style="-moz-column-width: 30em; -webkit-column-width: 30em; column-width: 30em;">
<UL>
<LI><A href="/wiki/Alternate_director" title="Alternate director">Alternate director</A></LI>
<LI><A href="/wiki/Celebrity_board_director" title="Celebrity board director">Celebrity board director</A></LI>
<LI><A href="/wiki/Chairman" title="Chairman">Chairman</A></LI>
<LI><A href="/wiki/Chief_executive_officer" title="Chief executive officer">Chief executive officer</A></LI>
<LI><A href="/wiki/Corporate_governance" title="Corporate governance">Corporate governance</A></LI>
<LI><A href="/wiki/Corporate_title" title="Corporate title">Corporate title</A></LI>
<LI><A href="/wiki/Gender_representation_on_corporate_boards_of_directors" title="Gender representation on corporate boards of directors">Gender representation on corporate boards of directors</A></LI>
<LI><A href="/wiki/Interlocking_directorate" title="Interlocking directorate">Interlocking directorate</A></LI>
<LI><A href="/wiki/Governing_boards_of_colleges_and_universities_in_the_United_States" title="Governing boards of colleges and universities in the United States">Governing boards of colleges and universities in the United States</A></LI>
<LI><A href="/wiki/Managing_director" class="mw-redirect" title="Managing director">Managing director</A></LI>
<LI><A href="/wiki/Non-executive_director" title="Non-executive director">Non-executive director</A></LI>
<LI><A href="/wiki/Parliamentary_procedure_in_the_corporate_world" title="Parliamentary procedure in the corporate world">Parliamentary procedure in the corporate world</A></LI>
<LI><A href="/wiki/President_(corporate_title)" title="President (corporate title)">President (corporate title)</A></LI>
<LI><A href="/wiki/Supervisory_board" title="Supervisory board">Supervisory board</A> (in German: "Aufsichtsrat")</LI>
<LI><A href="/wiki/Trustee" title="Trustee">Trustee</A></LI>
<LI><I><A href="/wiki/Vorstand" title="Vorstand">Vorstand</A></I>, German for "management board"</LI>
</UL>
</DIV>
<H2><SPAN class="mw-headline" id="Notes">Notes</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=35" title="Edit section: Notes">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H2>
<DIV class="reflist" style="list-style-type: lower-alpha;">
<DIV class="mw-references-wrap">
<OL class="references">
<LI id="cite_note-33"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-33"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">For example, in the United Kingdom, see section 303 of the Companies Act 1985.</SPAN></LI>
<LI id="cite_note-37"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-37"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">In the United Kingdom it is 28 days' notice, see sections 303(2) and 379 of the Companies Act 1985.</SPAN></LI>
<LI id="cite_note-38"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-38"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">In the United Kingdom, see section 304(1) of the Companies Act 1985. A private company cannot use a written resolution under section 381A – a meeting must be held.</SPAN></LI>
<LI id="cite_note-39"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-39"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">In the United Kingdom, see sections 303(2) and (3) of the Companies Act 1985.</SPAN></LI>
<LI id="cite_note-50"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-50"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">This division was rejected in British Columbia in <I>Teck Corporation v Millar</I> (1972) 33 DLR (3d) 288.</SPAN></LI>
<LI id="cite_note-51"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-51"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">Although as Gower points out, as well understood as the rule is, there is a paucity of authority on the point. But see <I>Clark v Workman</I> [1920] 1 Ir R 107 and <I>Dawson International plc v Coats Paton plc</I> 1989 SLT 655.</SPAN></LI>
<LI id="cite_note-52"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-52"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">In the United Kingdom, see section 317 of the Companies Act 1985.</SPAN></LI>
<LI id="cite_note-53"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-53"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">In summary, the facts were as follows: Company A owned a cinema, and the directors decided to acquire two other cinemas with a view to selling the entire undertaking as a <A href="/wiki/Going_concern" title="Going concern">going concern</A>. They formed a new company ("Company B") to take the leases of the two new cinemas. But the lessor insisted on various stipulations, one of which was that Company B had to have a paid up <A href="/wiki/Share_capital" title="Share capital">share capital</A> of not less than £5,000 (a substantial sum at the time). Company A was unable to subscribe for more than £2,000 in shares, so the directors arranged for the remaining 3,000 shares to be taken by themselves and their friends. Later, instead of selling the undertaking, they sold all of the shares in both companies and made a substantial profit. The shareholders of Company A sued asking that directors and their friends to disgorge the profits that they had made in connection with their 3,000 shares in Company B – the very same shares which the shareholders in Company A had been asked to subscribe (through Company A) but refused to do so.</SPAN></LI>
</OL>
</DIV>
</DIV>
<H2><SPAN class="mw-headline" id="References">References</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=36" title="Edit section: References">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H2>
<H3><SPAN class="mw-headline" id="Citations">Citations</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=37" title="Edit section: Citations">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<DIV class="reflist columns references-column-width" style="-moz-column-width: 30em; -webkit-column-width: 30em; column-width: 30em; list-style-type: decimal;">
<OL class="references">
<LI id="cite_note-FOOTNOTERobert20119-1"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-FOOTNOTERobert20119_1-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><A href="#CITEREFRobert2011">Robert 2011</A>, p. 9.</SPAN></LI>
<LI id="cite_note-2"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-2"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="http://www.scc.virginia.gov/clk/befaq/vanon.aspx#a4">"How are the directors selected?"</A>. <I>Commonwealth of Virginia, State Corporation Commission, Business FAQs</I><SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">2011-04-08</SPAN></SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Commonwealth+of+Virginia%2C+State+Corporation+Commission%2C+Business+FAQs&rft.atitle=How+are+the+directors+selected%3F&rft_id=http%3A%2F%2Fwww.scc.virginia.gov%2Fclk%2Fbefaq%2Fvanon.aspx%23a4&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-3"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-3"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="http://legis.wisconsin.gov/statutes/Stat0181.pdf">"Chapter 181, Nonstock Corporations (Sect. 181.0804)"</A> <SPAN style="font-size:85%;">(PDF)</SPAN>. <I>Wisconsin Statutes Database</I><SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">2011-04-08</SPAN></SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Wisconsin+Statutes+Database&rft.atitle=Chapter+181%2C+Nonstock+Corporations+%28Sect.+181.0804%29&rft_id=http%3A%2F%2Flegis.wisconsin.gov%2Fstatutes%2FStat0181.pdf&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-FOOTNOTERobert2011481-483-4"><SPAN class="mw-cite-backlink">^ <A href="#cite_ref-FOOTNOTERobert2011481-483_4-0"><SPAN class="cite-accessibility-label">Jump up to: </SPAN><SUP><I><B>a</B></I></SUP></A> <A href="#cite_ref-FOOTNOTERobert2011481-483_4-1"><SUP><I><B>b</B></I></SUP></A></SPAN> <SPAN class="reference-text"><A href="#CITEREFRobert2011">Robert 2011</A>, p. 481-483.</SPAN></LI>
<LI id="cite_note-5"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-5"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web">McNamara, Carter. <A rel="nofollow" class="external text" href="http://www.managementhelp.org/boards/brdrspon.htm">"Overview of Roles and Responsibilities of Corporate Board of Directors"</A>. <I>Free Management Library</I>. Authenticity Consulting, LLC<SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">2008-01-26</SPAN></SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Free+Management+Library&rft.atitle=Overview+of+Roles+and+Responsibilities+of+Corporate+Board+of+Directors&rft.aulast=McNamara&rft.aufirst=Carter&rft_id=http%3A%2F%2Fwww.managementhelp.org%2Fboards%2Fbrdrspon.htm&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-6"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-6"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="https://web.archive.org/web/20071230201729/http://www.iog.ca/boardgovernance/html/gov_the.html">"Basic Role of the Board"</A>. <I>Governance Basics</I>. Institute on Governance (Canada). Archived from <A rel="nofollow" class="external text" href="http://www.iog.ca/boardgovernance/html/gov_the.html">the original</A> on 30 December 2007<SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">2008-01-27</SPAN></SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Governance+Basics&rft.atitle=Basic+Role+of+the+Board&rft_id=http%3A%2F%2Fwww.iog.ca%2Fboardgovernance%2Fhtml%2Fgov_the.html&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-FOOTNOTERobert2011484-7"><SPAN class="mw-cite-backlink">^ <A href="#cite_ref-FOOTNOTERobert2011484_7-0"><SPAN class="cite-accessibility-label">Jump up to: </SPAN><SUP><I><B>a</B></I></SUP></A> <A href="#cite_ref-FOOTNOTERobert2011484_7-1"><SUP><I><B>b</B></I></SUP></A></SPAN> <SPAN class="reference-text"><A href="#CITEREFRobert2011">Robert 2011</A>, p. 484.</SPAN></LI>
<LI id="cite_note-8"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-8"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">This section was developed from numerous definitions in <A rel="nofollow" class="external text" href="http://definitions.uslegal.com/i/inside-director/">USLegal.com</A>, <A rel="nofollow" class="external text" href="http://www.businessdictionary.com/definition/executive-director.html">BusinessDictionary.com</A>, <A rel="nofollow" class="external text" href="http://dictionary.reference.com/browse/executive+director">Dictionary.com</A>, The Free Dictionary by Farlex (<A rel="nofollow" class="external text" href="http://financial-dictionary.thefreedictionary.com/Inside+Director">"inside director"</A>; <A rel="nofollow" class="external text" href="http://www.thefreedictionary.com/executive+director">"executive director"</A>; <A rel="nofollow" class="external text" href="http://financial-dictionary.thefreedictionary.com/outside+director">"outside director"</A>; <A rel="nofollow" class="external text" href="http://www.thefreedictionary.com/nonexecutive+director">"nonexecutive director"</A>), <A rel="nofollow" class="external text" href="http://www.macmillandictionary.com/dictionary/british/executive-director">Macmillan Dictionary</A>, and <A rel="nofollow" class="external text" href="http://www.economics-dictionary.com/definition/non-executive-director.html">Economics-dictionary.com</A><SUP class="noprint Inline-Template"><SPAN style="white-space: nowrap;">[<I><A href="/wiki/Wikipedia:Link_rot" title="Wikipedia:Link rot"><SPAN title=" Dead link since November 2016">permanent dead link</SPAN></A></I>]</SPAN></SUP>.</SPAN></LI>
<LI id="cite_note-Ivestopedia-9"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-Ivestopedia_9-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="http://www.investopedia.com/terms/e/executive-director.asp">"Executive Director"</A>. Investopedia<SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">24 May</SPAN> 2013</SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Executive+Director&rft.pub=Investopedia&rft_id=http%3A%2F%2Fwww.investopedia.com%2Fterms%2Fe%2Fexecutive-director.asp&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-Investopedia_2-10"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-Investopedia_2_10-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="http://www.investopedia.com/terms/o/outsidedirector.asp">"Outside Director"</A>. Investopedia<SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">24 May</SPAN> 2013</SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Outside+Director&rft.pub=Investopedia&rft_id=http%3A%2F%2Fwww.investopedia.com%2Fterms%2Fo%2Foutsidedirector.asp&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-Businessdictionary-11"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-Businessdictionary_11-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="http://www.businessdictionary.com/definition/executive-director.html">"Executive Director"</A>. <I>Business Dictionary</I><SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">24 May</SPAN> 2013</SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=Business+Dictionary&rft.atitle=Executive+Director&rft_id=http%3A%2F%2Fwww.businessdictionary.com%2Fdefinition%2Fexecutive-director.html&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-12"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-12"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><A rel="nofollow" class="external text" href="http://www.slideshare.net/nasscom/how-to-make-corporate-board-more-effective-prof-krishna-g-palepuharvard-business-school">Board Process</A> <A rel="nofollow" class="external text" href="https://web.archive.org/web/20090220142343/http://www.slideshare.net/nasscom/how-to-make-corporate-board-more-effective-prof-krishna-g-palepuharvard-business-school">Archived</A> 20 February 2009 at the <A href="/wiki/Wayback_Machine" title="Wayback Machine">Wayback Machine</A>.</SPAN></LI>
<LI id="cite_note-:2-13"><SPAN class="mw-cite-backlink">^ <A href="#cite_ref-:2_13-0"><SPAN class="cite-accessibility-label">Jump up to: </SPAN><SUP><I><B>a</B></I></SUP></A> <A href="#cite_ref-:2_13-1"><SUP><I><B>b</B></I></SUP></A></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="https://web.archive.org/web/20170726000000/http://www.robertsrules.com/faq.html#19">"Frequently Asked Questions about RONR (Question 19)"</A>. <I>The Official Robert's Rules of Order Web Site</I>. The Robert's Rules Association. Archived from <A rel="nofollow" class="external text" href="http://www.robertsrules.com/faq.html#19">the original</A> on 26 July 2017<SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">24 December</SPAN> 2015</SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=The+Official+Robert%27s+Rules+of+Order+Web+Site&rft.atitle=Frequently+Asked+Questions+about+RONR+%28Question+19%29&rft_id=http%3A%2F%2Fwww.robertsrules.com%2Ffaq.html%2319&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-14"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-14"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="http://www.parliamentarians.org/about/faq/">"National Association of Parliamentarians >> FAQ"</A>. <Q>. . . the 11th edition of Robert's Rules of Order Newly Revised is the current edition of the most widely used reference for meeting procedure and business rules in the English-speaking world.</Q></CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=National+Association+of+Parliamentarians+%3E%3E+FAQ&rft_id=http%3A%2F%2Fwww.parliamentarians.org%2Fabout%2Ffaq%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-FOOTNOTERobert20119-10,487-488-15"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-FOOTNOTERobert20119-10,487-488_15-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><A href="#CITEREFRobert2011">Robert 2011</A>, p. 9-10,487-488.</SPAN></LI>
<LI id="cite_note-16"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-16"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation book">Robert III, Henry M.; et al. (2011). <A rel="nofollow" class="external text" href="http://www.robertsrules.com/inbrief.html"><I>Robert's Rules of Order Newly Revised In Brief</I></A> (2nd ed.). Philadelphia, PA: Da Capo Press. p. 158. <A href="/wiki/International_Standard_Book_Number" title="International Standard Book Number">ISBN</A> <A href="/wiki/Special:BookSources/978-0-306-82019-9" title="Special:BookSources/978-0-306-82019-9">978-0-306-82019-9</A>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Robert%27s+Rules+of+Order+Newly+Revised+In+Brief&rft.place=Philadelphia%2C+PA&rft.pages=158&rft.edition=2nd&rft.pub=Da+Capo+Press&rft.date=2011&rft.isbn=978-0-306-82019-9&rft.aulast=Robert+III&rft.aufirst=Henry+M.&rft_id=http%3A%2F%2Fwww.robertsrules.com%2Finbrief.html&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-:3-17"><SPAN class="mw-cite-backlink">^ <A href="#cite_ref-:3_17-0"><SPAN class="cite-accessibility-label">Jump up to: </SPAN><SUP><I><B>a</B></I></SUP></A> <A href="#cite_ref-:3_17-1"><SUP><I><B>b</B></I></SUP></A></SPAN> <SPAN class="reference-text"><CITE class="citation web">White, Cyrus. <A rel="nofollow" class="external text" href="https://perma.cc/NWK6-E3CC">"For Nonprofit Boards, Smaller is Better"</A>. <I>perma.cc</I>. The South Cabin Group LLC<SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">2016-08-08</SPAN></SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=perma.cc&rft.atitle=For+Nonprofit+Boards%2C+Smaller+is+Better&rft.aulast=White&rft.aufirst=Cyrus&rft_id=https%3A%2F%2Fperma.cc%2FNWK6-E3CC&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-18"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-18"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">See generally, Bowen, William G., The board book: an insider's guide for directors and trustees (2008 W.W. Norton & Co.); Murray, Alan S., Revolt in the boardroom: the new rules of power in corporate America (2007 Collins); Charan, Ram, Boards that deliver: advancing corporate governance from compliance to competitive advantage (2005 Jossey-Bass); Carver, John, Corporate boards that create value: governing company performance from the boardroom (2002 Jossey-Bass); Harvard business review on corporate governance (2000 Harvard Business School Press).</SPAN></LI>
<LI id="cite_note-19"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-19"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">See specifically Tutelman and Hause, The Balance Point: New Ways Business Owners Can Use Boards (2008 Famille Press).</SPAN></LI>
<LI id="cite_note-FOOTNOTERobert2011481–483-20"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-FOOTNOTERobert2011481–483_20-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><A href="#CITEREFRobert2011">Robert 2011</A>, p. 481–483.</SPAN></LI>
<LI id="cite_note-FOOTNOTERobert2011572-21"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-FOOTNOTERobert2011572_21-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><A href="#CITEREFRobert2011">Robert 2011</A>, p. 572.</SPAN></LI>
<LI id="cite_note-22"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-22"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="https://web.archive.org/web/20170726000000/http://www.robertsrules.com/faq.html#2">"Frequently Asked Questions about RONR (Question 2)"</A>. <I>The Official Robert's Rules of Order Web Site</I>. The Robert's Rules Association. Archived from <A rel="nofollow" class="external text" href="http://www.robertsrules.com/faq.html#2">the original</A> on 26 July 2017<SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">24 December</SPAN> 2015</SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=The+Official+Robert%27s+Rules+of+Order+Web+Site&rft.atitle=Frequently+Asked+Questions+about+RONR+%28Question+2%29&rft_id=http%3A%2F%2Fwww.robertsrules.com%2Ffaq.html%232&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-23"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-23"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="https://web.archive.org/web/20170726000000/http://www.robertsrules.com/faq.html#20">"Frequently Asked Questions about RONR (Question 20)"</A>. <I>The Official Robert's Rules of Order Web Site</I>. The Robert's Rules Association. Archived from <A rel="nofollow" class="external text" href="http://www.robertsrules.com/faq.html#20">the original</A> on 26 July 2017<SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">24 December</SPAN> 2015</SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=The+Official+Robert%27s+Rules+of+Order+Web+Site&rft.atitle=Frequently+Asked+Questions+about+RONR+%28Question+20%29&rft_id=http%3A%2F%2Fwww.robertsrules.com%2Ffaq.html%2320&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-CRI-24"><SPAN class="mw-cite-backlink">^ <A href="#cite_ref-CRI_24-0"><SPAN class="cite-accessibility-label">Jump up to: </SPAN><SUP><I><B>a</B></I></SUP></A> <A href="#cite_ref-CRI_24-1"><SUP><I><B>b</B></I></SUP></A></SPAN> <SPAN class="reference-text"><A rel="nofollow" class="external text" href="http://www.compensationresources.com/titles-associated-with-executive-compensation.php">Titles Associated with Executive Compensation</A> <A rel="nofollow" class="external text" href="https://web.archive.org/web/20120917083738/http://www.compensationresources.com/titles-associated-with-executive-compensation.php">Archived</A> 17 September 2012 at the <A href="/wiki/Wayback_Machine" title="Wayback Machine">Wayback Machine</A>.| Compensation Resources Inc.</SPAN></LI>
<LI id="cite_note-25"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-25"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><A rel="nofollow" class="external text" href="http://beginnersinvest.about.com/cs/a/aa2203a_2.htm">Fees, CEO Evaluation, and Ownership Structure</A> By Joshua Kennon, About.com</SPAN></LI>
<LI id="cite_note-26"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-26"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">Steensgaard, Niels (1982). “The Dutch East India Company as an Institutional Innovation”, in Maurice Aymard (ed.), <I>Dutch Capitalism and World Capitalism / Capitalisme hollandais et capitalisme mondial</I> (Studies in Modern Capitalism / Etudes sur le capitalisme moderne), pp. 235–257</SPAN></LI>
<LI id="cite_note-27"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-27"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">Jonker, Joost; Gelderblom, Oscar; de Jong, Abe (2013). <I>The Formative Years of the Modern Corporation: The Dutch East India Company VOC, 1602–1623</I>. (The Journal of Economic History / Volume 73 / Issue 04 / December 2013, pp. 1050–1076)</SPAN></LI>
<LI id="cite_note-28"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-28"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">Von Nordenflycht, Andrew: <I>The Great Expropriation: Interpreting the Innovation of “Permanent Capital” at the Dutch East India Company</I>, in <I>Origins of Shareholder Advocacy</I>, edited by Jonathan GS Koppell (Palgrave Macmillan, 2011), pp. 89–98</SPAN></LI>
<LI id="cite_note-29"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-29"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web">Taylor, Bryan (6 November 2013). <A rel="nofollow" class="external text" href="http://www.businessinsider.com/rise-and-fall-of-united-east-india-2013-11">"The Rise and Fall of the Largest Corporation in History"</A>. <A href="/wiki/BusinessInsider.com" class="mw-redirect" title="BusinessInsider.com">BusinessInsider.com</A><SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">13 March</SPAN> 2018</SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=The+Rise+and+Fall+of+the+Largest+Corporation+in+History&rft.pub=BusinessInsider.com&rft.date=2013-11-06&rft.au=Taylor%2C+Bryan&rft_id=http%3A%2F%2Fwww.businessinsider.com%2Frise-and-fall-of-united-east-india-2013-11&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-30"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-30"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">Gower, <I>Principles of Company Law</I> (6th ed.), citing <I><A href="/wiki/Isle_of_Wight_Rly_Co_v_Tahourdin" title="Isle of Wight Rly Co v Tahourdin">Isle of Wight Rly Co v Tahourdin</A></I> (1884) LR 25 Ch D 320</SPAN></LI>
<LI id="cite_note-31"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-31"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><I>Per</I> Cozens-Hardy LJ at 44</SPAN></LI>
<LI id="cite_note-32"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-32"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">See Gower, <I>Principles of Company Law</I> (6th ed.) at 185.</SPAN></LI>
<LI id="cite_note-Shivdasani1999-34"><SPAN class="mw-cite-backlink">^ <A href="#cite_ref-Shivdasani1999_34-0"><SPAN class="cite-accessibility-label">Jump up to: </SPAN><SUP><I><B>a</B></I></SUP></A> <A href="#cite_ref-Shivdasani1999_34-1"><SUP><I><B>b</B></I></SUP></A> <A href="#cite_ref-Shivdasani1999_34-2"><SUP><I><B>c</B></I></SUP></A></SPAN> <SPAN class="reference-text">Shivdasani A, Yermack D. (1999). <A rel="nofollow" class="external text" href="http://pages.stern.nyu.edu/~eofek/PhD/papers/SY_CEO_JF.pdf">CEO involvement in the selection of new board members: An empirical analysis</A>. <I>Journal of Finance</I>.</SPAN></LI>
<LI id="cite_note-35"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-35"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">Chhaochharia V, Grinstein Y. (2007). <A rel="nofollow" class="external text" href="http://faculty.fullerton.edu/jyang/Courses/fin332/Literature/governance%20rule%20result.pdf">Corporate governance and firm value: The impact of the 2002 governance rules</A> <A rel="nofollow" class="external text" href="https://web.archive.org/web/20100611072244/http://faculty.fullerton.edu/jyang/Courses/fin332/Literature/governance%20rule%20result.pdf">Archived</A> 11 June 2010 at the <A href="/wiki/Wayback_Machine" title="Wayback Machine">Wayback Machine</A>.. <I>The Journal of Finance</I>.</SPAN></LI>
<LI id="cite_note-36"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-36"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">SEC. (May 2009). <A rel="nofollow" class="external text" href="https://www.sec.gov/news/press/2009/2009-116.htm">SEC Votes to Propose Rule Amendments to Facilitate Rights of Shareholders to Nominate Directors</A>.</SPAN></LI>
<LI id="cite_note-40"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-40"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation journal">Cai, Jay; Garner, Jacqueline; Walkling, Ralph (2010). "Shareholder Access to the Boardroom: A Survey of Recent Evidence". <I>Journal of Applied Finance</I>. <B>20</B> (2): 15–26.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Journal+of+Applied+Finance&rft.atitle=Shareholder+Access+to+the+Boardroom%3A+A+Survey+of+Recent+Evidence&rft.volume=20&rft.issue=2&rft.pages=15-26&rft.date=2010&rft.aulast=Cai&rft.aufirst=Jay&rft.au=Garner%2C+Jacqueline&rft.au=Walkling%2C+Ralph&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-41"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-41"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation journal">Cai, J.; Garner, J. L.; Walkling, R. A. (2009). "Electing Directors". <I>Journal of Finance</I>. <B>64</B> (5): 2387–2419. <A href="/wiki/Digital_object_identifier" title="Digital object identifier">doi</A>:<A rel="nofollow" class="external text" href="//doi.org/10.1111%2Fj.1540-6261.2009.01504.x">10.1111/j.1540-6261.2009.01504.x</A>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Journal+of+Finance&rft.atitle=Electing+Directors&rft.volume=64&rft.issue=5&rft.pages=2387-2419&rft.date=2009&rft_id=info%3Adoi%2F10.1111%2Fj.1540-6261.2009.01504.x&rft.aulast=Cai&rft.aufirst=J.&rft.au=Garner%2C+J.+L.&rft.au=Walkling%2C+R.+A.&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-42"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-42"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">Craig S, Lattman P. (2010). <A rel="nofollow" class="external text" href="http://dealbook.blogs.nytimes.com/2010/09/14/companies-may-fail-but-directors-are-in-demand/?src=me&ref=business">Companies May Fail, but Directors Are in Demand</A>. <I>New York Times</I>.</SPAN></LI>
<LI id="cite_note-43"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-43"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><A rel="nofollow" class="external text" href="http://www.law360.com/articles/442382/sec-wins-d-o-bar-against-alleged-hedge-fund-scammer">SEC Wins D&O Bar Against Alleged Hedge Fund Scammer</A>. Law360.</SPAN></LI>
<LI id="cite_note-44"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-44"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">See for example <I>Barber's Case</I> (1877) 5 Ch D 963 and <I>Re Portuguese Consolidated Copper Mines</I> (1889) 42 Ch D 160</SPAN></LI>
<LI id="cite_note-45"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-45"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><I><A href="/wiki/Breckland_Group_Holdings_Ltd_v_London_and_Suffolk_Properties" title="Breckland Group Holdings Ltd v London and Suffolk Properties">Breckland Group Holdings Ltd v London and Suffolk Properties</A></I> [1989] BCLC 100</SPAN></LI>
<LI id="cite_note-46"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-46"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><I>Percival v Wright</I> [1902] Ch 421</SPAN></LI>
<LI id="cite_note-47"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-47"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">For example, if the board is authorised by the shareholders to negotiate with a takeover bidder. It has been held in New Zealand that "depending upon all the surround circumstances and the nature of the responsibility which in a real and practical sense the director has assumed towards the shareholder," <I>Coleman v Myers</I> [1977] 2 NZLR 225</SPAN></LI>
<LI id="cite_note-48"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-48"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">Following <I><A href="/wiki/Hogg_v_Cramphorn_Ltd" title="Hogg v Cramphorn Ltd">Hogg v Cramphorn Ltd</A></I> [1967] Ch 254</SPAN></LI>
<LI id="cite_note-49"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-49"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><I>Teck Corporation v Millar</I> (1972) 33 DLR (3d) 288</SPAN></LI>
<LI id="cite_note-54"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-54"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><I>Industrial Development Consultants v Cooley</I> [1972] 1 WLR 443 (corporate information), <I><A href="/wiki/Canadian_Aero_Service_v._O%27Malley" class="mw-redirect" title="Canadian Aero Service v. O'Malley">Canadian Aero Service v. O'Malley</A></I> (1973) 40 DLR (3d) 371 (corporate opportunity) and <I>Boardman v Phipps</I> [1967] 2 AC 46 (corporate opportunity, which again, the company itself had declined to take up)</SPAN></LI>
<LI id="cite_note-NormanGoddard-55"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-NormanGoddard_55-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><I>Norman v <A href="/wiki/Theodore_Goddard" title="Theodore Goddard">Theodore Goddard</A></I> [1991] BCLC 1027</SPAN></LI>
<LI id="cite_note-56"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-56"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><A rel="nofollow" class="external text" href="http://www.altassets.net/features/arc/2006/nz8451.php">Director's duties</A></SPAN></LI>
<LI id="cite_note-BoD-57"><SPAN class="mw-cite-backlink">^ <A href="#cite_ref-BoD_57-0"><SPAN class="cite-accessibility-label">Jump up to: </SPAN><SUP><I><B>a</B></I></SUP></A> <A href="#cite_ref-BoD_57-1"><SUP><I><B>b</B></I></SUP></A></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="http://www.investopedia.com/articles/analyst/03/111903.asp#ixzz27Kekd83e">"Evaluating The Board Of Directors"</A>. investopedia.com. 29 February 2008.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Evaluating+The+Board+Of+Directors&rft.pub=investopedia.com&rft.date=2008-02-29&rft_id=http%3A%2F%2Fwww.investopedia.com%2Farticles%2Fanalyst%2F03%2F111903.asp%23ixzz27Kekd83e&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-BoD2-58"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-BoD2_58-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="https://www.harborcompliance.com/information/corporate-governance-by-state.php">"U.S. Corporate Governance by State"</A>. harborcompliance.com. 22 April 2014.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=U.S.+Corporate+Governance+by+State&rft.pub=harborcompliance.com&rft.date=2014-04-22&rft_id=https%3A%2F%2Fwww.harborcompliance.com%2Finformation%2Fcorporate-governance-by-state.php&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-BoD3-59"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-BoD3_59-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation web"><A rel="nofollow" class="external text" href="https://www.harborcompliance.com/information/nonprofit-governance-by-state.php">"U.S. Nonprofit Governance by State"</A>. harborcompliance.com. 27 January 2014.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=U.S.+Nonprofit+Governance+by+State&rft.pub=harborcompliance.com&rft.date=2014-01-27&rft_id=https%3A%2F%2Fwww.harborcompliance.com%2Finformation%2Fnonprofit-governance-by-state.php&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-60"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-60"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><A rel="nofollow" class="external text" href="http://www.klgates.com/files/Publication/f44a6446-4d3a-4847-a157-319c05d9667b/Presentation/PublicationAttachment/3900b2fd-2183-44e8-82d7-41bd4366f0f6/CompensationCommitteeStructure.pdf">Compensation Committee Structure, Function and Best Practices</A> Richard E. Wood</SPAN></LI>
<LI id="cite_note-comp-61"><SPAN class="mw-cite-backlink">^ <A href="#cite_ref-comp_61-0"><SPAN class="cite-accessibility-label">Jump up to: </SPAN><SUP><I><B>a</B></I></SUP></A> <A href="#cite_ref-comp_61-1"><SUP><I><B>b</B></I></SUP></A></SPAN> <SPAN class="reference-text"><CITE class="citation news"><A rel="nofollow" class="external text" href="https://www.usatoday.com/money/companies/management/story/2011-10-25/director-compensation-rising/50918332/1">"Company directors see pay skyrocket"</A>. <I>USA Today</I>. 26 October 2011.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=USA+Today&rft.atitle=Company+directors+see+pay+skyrocket&rft.date=2011-10-26&rft_id=https%3A%2F%2Fwww.usatoday.com%2Fmoney%2Fcompanies%2Fmanagement%2Fstory%2F2011-10-25%2Fdirector-compensation-rising%2F50918332%2F1&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-Schambra-62"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-Schambra_62-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation journal">Schambra, William A. (Winter 2008). <A rel="nofollow" class="external text" href="http://www.philanthropyroundtable.org/topic/philanthropic_freedom/compensating_foundation_directors1">"Board Compensation: To Pay or Not to Pay?"</A>. <I>Philanthropy magazine</I>. Philanthropy Roundtable<SPAN class="reference-accessdate">. Retrieved <SPAN class="nowrap">2 May</SPAN> 2017</SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Philanthropy+magazine&rft.atitle=Board+Compensation%3A+To+Pay+or+Not+to+Pay%3F&rft.ssn=winter&rft.date=2008&rft.aulast=Schambra&rft.aufirst=William+A.&rft_id=http%3A%2F%2Fwww.philanthropyroundtable.org%2Ftopic%2Fphilanthropic_freedom%2Fcompensating_foundation_directors1&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-FOOTNOTEBoardSource201552-63"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-FOOTNOTEBoardSource201552_63-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><A href="#CITEREFBoardSource2015">BoardSource 2015</A>, p. 52.</SPAN></LI>
<LI id="cite_note-64"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-64"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">Cf. <CITE id="CITEREFInternal_Revenue_Service2008" class="citation"><A href="/wiki/Internal_Revenue_Service" title="Internal Revenue Service">Internal Revenue Service</A> (4 February 2008), <A rel="nofollow" class="external text" href="https://www.irs.gov/pub/irs-tege/governance_practices.pdf"><I>Governance and Related Topics - 501(c)(3) Organizations</I></A> <SPAN style="font-size:85%;">(PDF)</SPAN>, Washington, DC: Author, <Q>Charities should generally not compensate persons for service on the board of directors except to reimburse direct expenses of such service. ... Charities may pay reasonable compensation for services provided by officers and staff.</Q></CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Governance+and+Related+Topics+-+501%28c%29%283%29+Organizations&rft.place=Washington%2C+DC&rft.pub=Author&rft.date=2008-02-04&rft.au=Internal+Revenue+Service&rft_id=https%3A%2F%2Fwww.irs.gov%2Fpub%2Firs-tege%2Fgovernance_practices.pdf&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-FOOTNOTEBoardSource201531-65"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-FOOTNOTEBoardSource201531_65-0"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><A href="#CITEREFBoardSource2015">BoardSource 2015</A>, p. 31.</SPAN></LI>
<LI id="cite_note-66"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-66"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE id="CITEREFBoardSource2016" class="citation">BoardSource (12 October 2016), <A rel="nofollow" class="external text" href="https://boardsource.org/wp-content/uploads/2016/10/Recommended-Gov-Practices.pdf#page=4"><I>Recommended governance practices</I></A> <SPAN style="font-size:85%;">(PDF)</SPAN>, Washington, DC: Author, p. 4<SPAN class="reference-accessdate">, retrieved <SPAN class="nowrap">2 May</SPAN> 2017</SPAN></CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Recommended+governance+practices&rft.place=Washington%2C+DC&rft.pages=4&rft.pub=Author&rft.date=2016-10-12&rft.au=BoardSource&rft_id=https%3A%2F%2Fboardsource.org%2Fwp-content%2Fuploads%2F2016%2F10%2FRecommended-Gov-Practices.pdf%23page%3D4&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-67"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-67"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE id="CITEREFGrant_Thornton2007" class="citation"><A href="/wiki/Grant_Thornton" class="mw-redirect" title="Grant Thornton">Grant Thornton</A> (7 November 2007), <A rel="nofollow" class="external text" href="https://web.archive.org/web/20081117033211/https://www.grantthornton.com/staticfiles/GTCom/files/Industries/NotForProfit/07_BG_Survey.pdf#page=9"><I>National Board Governance Survey for Not-for-Profit Organizations 2007</I></A> <SPAN style="font-size:85%;">(PDF)</SPAN>, Chicago, IL: Author, p. 9, archived from <A rel="nofollow" class="external text" href="https://www.grantthornton.com/staticfiles/GTCom/files/Industries/NotForProfit/07_BG_Survey.pdf#page=9">the original</A> <SPAN style="font-size:85%;">(PDF)</SPAN> on 17 November 2008<SPAN class="reference-accessdate">, retrieved <SPAN class="nowrap">2 May</SPAN> 2017</SPAN></CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=National+Board+Governance+Survey+for+Not-for-Profit+Organizations+2007&rft.place=Chicago%2C+IL&rft.pages=9&rft.pub=Author&rft.date=2007-11-07&rft.au=Grant+Thornton&rft_id=https%3A%2F%2Fwww.grantthornton.com%2Fstaticfiles%2FGTCom%2Ffiles%2FIndustries%2FNotForProfit%2F07_BG_Survey.pdf%23page%3D9&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-68"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-68"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">Cf. <A rel="nofollow" class="external free" href="http://leadingwithintent.org/past-reports/">http://leadingwithintent.org/past-reports/</A></SPAN></LI>
<LI id="cite_note-69"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-69"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text">Cf. <CITE id="CITEREFBoardSource2010" class="citation">BoardSource (17 November 2010), <A rel="nofollow" class="external text" href="http://www.performingartsconvention.org/file/BoardSource%20Nonprofit%20Governance%20Index%202010.pdf#page=12"><I>BoardSource nonprofit governance index 2010</I></A> <SPAN style="font-size:85%;">(PDF)</SPAN>, Washington, DC: Author, p. 12</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=BoardSource+nonprofit+governance+index+2010&rft.place=Washington%2C+DC&rft.pages=12&rft.pub=Author&rft.date=2010-11-17&rft.au=BoardSource&rft_id=http%3A%2F%2Fwww.performingartsconvention.org%2Ffile%2FBoardSource%2520Nonprofit%2520Governance%2520Index%25202010.pdf%23page%3D12&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-70"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-70"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><I>Money for Nothing: How the Failure of Corporate Boards is Ruining American Business and Costing Us Trillions</I></SPAN></LI>
<LI id="cite_note-71"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-71"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation journal">Rousseau, Peter; Stroup, Caleb (2015). "Director Histories and the Pattern of Acquisitions". <I>Journal of Financial and Quantitative Analysis</I>. <B>50</B> (04): 671–698. <A href="/wiki/Digital_object_identifier" title="Digital object identifier">doi</A>:<A rel="nofollow" class="external text" href="//doi.org/10.1017%2Fs0022109015000289">10.1017/s0022109015000289</A>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Journal+of+Financial+and+Quantitative+Analysis&rft.atitle=Director+Histories+and+the+Pattern+of+Acquisitions&rft.volume=50&rft.issue=04&rft.pages=671-698&rft.date=2015&rft_id=info%3Adoi%2F10.1017%2Fs0022109015000289&rft.aulast=Rousseau&rft.aufirst=Peter&rft.au=Stroup%2C+Caleb&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-72"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-72"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation journal">Stroup, Caleb (November 28, 2015). "International Deal Experience and Cross-Border Acquisitions". <I>Economic Inquiry</I>. <A href="/wiki/Digital_object_identifier" title="Digital object identifier">doi</A>:<A rel="nofollow" class="external text" href="//doi.org/10.1111%2Fecin.12365">10.1111/ecin.12365</A>. <A href="/wiki/Social_Science_Research_Network" title="Social Science Research Network">SSRN</A> <SPAN class="plainlinks"><A rel="nofollow" class="external text" href="//ssrn.com/abstract=2037512">2037512</A> <IMG alt="Freely accessible" src="//upload.wikimedia.org/wikipedia/commons/thumb/6/65/Lock-green.svg/9px-Lock-green.svg.png" title="Freely accessible" width="9" height="14" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/6/65/Lock-green.svg/14px-Lock-green.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/6/65/Lock-green.svg/18px-Lock-green.svg.png 2x" data-file-width="512" data-file-height="813" /></SPAN>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Economic+Inquiry&rft.atitle=International+Deal+Experience+and+Cross-Border+Acquisitions&rft.date=2015-11-28&rft_id=%2F%2Fssrn.com%2Fabstract%3D2037512&rft_id=info%3Adoi%2F10.1111%2Fecin.12365&rft.aulast=Stroup&rft.aufirst=Caleb&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-73"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-73"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation journal">Senden, Linda (December 2014). "The Multiplicity of Regulatory Responses to Remedy the Gender Imbalance on Company Boards". <I>Utrecht Law Review</I>. <B>10</B> (5): 51–66. <A href="/wiki/Digital_object_identifier" title="Digital object identifier">doi</A>:<A rel="nofollow" class="external text" href="//doi.org/10.18352%2Fulr.300">10.18352/ulr.300</A>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Utrecht+Law+Review&rft.atitle=The+Multiplicity+of+Regulatory+Responses+to+Remedy+the+Gender+Imbalance+on+Company+Boards&rft.volume=10&rft.issue=5&rft.pages=51-66&rft.date=2014-12&rft_id=info%3Adoi%2F10.18352%2Fulr.300&rft.aulast=Senden&rft.aufirst=Linda&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
<LI id="cite_note-74"><SPAN class="mw-cite-backlink"><B><A href="#cite_ref-74"><SPAN class="cite-accessibility-label">Jump up </SPAN>^</A></B></SPAN> <SPAN class="reference-text"><CITE class="citation journal">Maclean, Mairi; Harvey, Charles; Kling, Gerhard (2014-06-01). <A rel="nofollow" class="external text" href="https://dx.doi.org/10.1177/0170840613509919">"Pathways to Power: Class, Hyper-Agency and the French Corporate Elite"</A>. <I>Organization Studies</I>. <B>35</B> (6): 825–855. <A href="/wiki/Digital_object_identifier" title="Digital object identifier">doi</A>:<A rel="nofollow" class="external text" href="//doi.org/10.1177%2F0170840613509919">10.1177/0170840613509919</A>. <A href="/wiki/International_Standard_Serial_Number" title="International Standard Serial Number">ISSN</A> <A rel="nofollow" class="external text" href="//www.worldcat.org/issn/0170-8406">0170-8406</A>.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=Organization+Studies&rft.atitle=Pathways+to+Power%3A+Class%2C+Hyper-Agency+and+the+French+Corporate+Elite&rft.volume=35&rft.issue=6&rft.pages=825-855&rft.date=2014-06-01&rft_id=info%3Adoi%2F10.1177%2F0170840613509919&rft.issn=0170-8406&rft.aulast=Maclean&rft.aufirst=Mairi&rft.au=Harvey%2C+Charles&rft.au=Kling%2C+Gerhard&rft_id=https%3A%2F%2Fdx.doi.org%2F10.1177%2F0170840613509919&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></SPAN></LI>
</OL>
</DIV>
<H3><SPAN class="mw-headline" id="Sources">Sources</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=38" title="Edit section: Sources">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H3>
<UL>
<LI>P. Blumberg, 'Reflections on Proposals for Corporate Reform Through Change in the Composition of the Board of Directors: "Special Interest" or "Public" Directors' (1973) 53 Boston University Law Review 547</LI>
<LI><CITE id="CITEREFBoardSource2015" class="citation">BoardSource (January 2015), <A rel="nofollow" class="external text" href="https://my.boardsource.org/eweb/pdf/LWI-Report.pdf"><I>Leading with intent: A national index of nonprofit board practices</I></A> <SPAN style="font-size:85%;">(PDF)</SPAN>, Washington, DC: Author<SPAN class="reference-accessdate">, retrieved <SPAN class="nowrap">2 May</SPAN> 2017</SPAN></CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Leading+with+intent%3A+A+national+index+of+nonprofit+board+practices&rft.place=Washington%2C+DC&rft.pub=Author&rft.date=2015-01&rft.au=BoardSource&rft_id=https%3A%2F%2Fmy.boardsource.org%2Feweb%2Fpdf%2FLWI-Report.pdf&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></LI>
<LI>KJ Hopt, '<A rel="nofollow" class="external text" href="http://papers.ssrn.com/sol3/papers.cfm?abstract_id=159555">The German Two-Tier Board: Experience, Theories, Reforms</A>' in KJ Hopt and others. (eds), <I>Comparative Corporate Governance: The State of the Art and Emerging Research</I> (Clarendon 1998)</LI>
<LI>KJ Hopt and PC Leyens, 'Board Models in Europe – Recent Developments of Internal Corporate Governance Structures in Germany, the United Kingdom, France, and Italy' (2004) <A rel="nofollow" class="external text" href="http://papers.ssrn.com/sol3/papers.cfm?abstract_id=487944">EGCI Working Paper</A></LI>
<LI><CITE id="CITEREFRobert2011" class="citation book">Robert, Henry M.; et al. (2011). <A rel="nofollow" class="external text" href="https://web.archive.org/web/20170726000000/http://www.robertsrules.com/book.html"><I>Robert's Rules of Order Newly Revised</I></A> (11th ed.). Philadelphia, PA: Da Capo Press. <A href="/wiki/International_Standard_Book_Number" title="International Standard Book Number">ISBN</A> <A href="/wiki/Special:BookSources/978-0-306-82020-5" title="Special:BookSources/978-0-306-82020-5">978-0-306-82020-5</A>. Archived from <A rel="nofollow" class="external text" href="http://www.robertsrules.com/book.html">the original</A> on 26 July 2017.</CITE><SPAN title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=Robert%27s+Rules+of+Order+Newly+Revised&rft.place=Philadelphia%2C+PA&rft.edition=11th&rft.pub=Da+Capo+Press&rft.date=2011&rft.isbn=978-0-306-82020-5&rft.aulast=Robert&rft.aufirst=Henry+M.&rft_id=http%3A%2F%2Fwww.robertsrules.com%2Fbook.html&rfr_id=info%3Asid%2Fen.wikipedia.org%3ABoard+of+directors" class="Z3988"><SPAN style="display:none;"> </SPAN></SPAN></LI>
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<H2><SPAN class="mw-headline" id="External_links">External links</SPAN><SPAN class="mw-editsection"><SPAN class="mw-editsection-bracket">[</SPAN><A href="/w/index.php?title=Board_of_directors&action=edit&section=39" title="Edit section: External links">edit</A><SPAN class="mw-editsection-bracket">]</SPAN></SPAN></H2>
<UL>
<LI><A rel="nofollow" class="external text" href="http://www.psu.edu/trustees/">Web site of the Board of a large U.S. university, illustrating a typical board's composition, duties, concerns, etc.</A></LI>
<LI><A rel="nofollow" class="external text" href="http://www.lemon-co.co.uk/directors-duties.htm">Guidance on director's duties (Lemon & Co)</A></LI>
<LI><A rel="nofollow" class="external text" href="http://www.nacdonline.org">National Association of Corporate Directors</A></LI>
<LI><A rel="nofollow" class="external text" href="http://www.e-directors.com">European Directors and Board Members Association</A></LI>
<LI><A rel="nofollow" class="external text" href="http://www.gcgf.org/ifcext/cgf.nsf/Content/Board+Leadership+Training">Corporate Governance Board Leadership Training, Global Corporate Governance Forum</A></LI>
<LI><A rel="nofollow" class="external text" href="https://web.archive.org/web/20110722163557/http://www.boardofdirectors.com.au/">BoardofDirectors.com.au - Australia's leading Online Directorship Listing</A></LI>
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<TH scope="row" class="navbox-group" style="width:1%">Chief officers</TH>
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<LI><A href="/wiki/Chief_administrative_officer" title="Chief administrative officer">Administrative</A></LI>
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<LI><A href="/wiki/Chief_audit_executive" title="Chief audit executive">Audit</A></LI>
<LI><A href="/wiki/Chief_brand_officer" title="Chief brand officer">Brand</A></LI>
<LI><A href="/wiki/Chief_business_officer" title="Chief business officer">Business</A></LI>
<LI><A href="/wiki/Chief_channel_officer" title="Chief channel officer">Channel</A></LI>
<LI><A href="/wiki/Chief_commercial_officer" title="Chief commercial officer">Commercial</A></LI>
<LI><A href="/wiki/Public_relations_officer" title="Public relations officer">Chief communications</A></LI>
<LI><A href="/wiki/Chief_compliance_officer" title="Chief compliance officer">Compliance</A></LI>
<LI><A href="/wiki/Chief_content_officer" title="Chief content officer">Content</A></LI>
<LI><A href="/wiki/Chief_creative_officer" title="Chief creative officer">Creative</A></LI>
<LI><A href="/wiki/Chief_data_officer" title="Chief data officer">Data</A></LI>
<LI><A href="/wiki/Chief_design_officer" title="Chief design officer">Design</A></LI>
<LI><A href="/wiki/Chief_digital_officer" title="Chief digital officer">Digital</A></LI>
<LI><A href="/wiki/Chief_diversity_officer" title="Chief diversity officer">Diversity</A></LI>
<LI><A href="/wiki/Chief_executive_officer" title="Chief executive officer">Executive (CEO)</A></LI>
<LI><A href="/wiki/Chief_experience_officer" title="Chief experience officer">Experience</A></LI>
<LI><A href="/wiki/Chief_financial_officer" title="Chief financial officer">Financial</A></LI>
<LI><A href="/wiki/Chief_human_resources_officer" title="Chief human resources officer">Human resources</A></LI>
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<LI><A href="/wiki/Chief_innovation_officer" title="Chief innovation officer">Innovation</A></LI>
<LI><A href="/wiki/Chief_investment_officer" title="Chief investment officer">Investment</A></LI>
<LI><A href="/wiki/Chief_knowledge_officer" title="Chief knowledge officer">Knowledge</A></LI>
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<LI><A href="/wiki/Chief_networking_officer" title="Chief networking officer">Networking</A></LI>
<LI><A href="/wiki/Chief_operating_officer" title="Chief operating officer">Operating</A></LI>
<LI><A href="/wiki/Chief_privacy_officer" title="Chief privacy officer">Privacy</A></LI>
<LI><A href="/wiki/Chief_procurement_officer" title="Chief procurement officer">Procurement</A></LI>
<LI><A href="/wiki/Chief_product_officer" title="Chief product officer">Product</A></LI>
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<LI><A href="/wiki/Chief_strategy_officer" title="Chief strategy officer">Strategy</A></LI>
<LI><A href="/wiki/Chief_sustainability_officer" title="Chief sustainability officer">Sustainability</A></LI>
<LI><A href="/wiki/Chief_technology_officer" title="Chief technology officer">Technology</A></LI>
<LI><A href="/wiki/Chief_visionary_officer" title="Chief visionary officer">Visionary</A></LI>
<LI><A href="/wiki/Chief_web_officer" title="Chief web officer">Web</A></LI>
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<TH scope="row" class="navbox-group" style="width:1%">Senior executives</TH>
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<LI><A href="/wiki/Chairman" title="Chairman">Chairman</A></LI>
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<LI><A href="/wiki/Development_director" title="Development director">Development director</A></LI>
<LI><A href="/wiki/General_counsel" title="General counsel">General counsel</A></LI>
<LI><A href="/wiki/Executive_director" title="Executive director">Executive director</A></LI>
<LI><A href="/wiki/Non-executive_director" title="Non-executive director">Non-executive director</A></LI>
<LI><A href="/wiki/President_(corporate_title)" title="President (corporate title)">President</A></LI>
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<TH scope="row" class="navbox-group" style="width:1%">Mid-level executives</TH>
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<LI><A href="/wiki/General_manager" title="General manager">General manager</A></LI>
<LI><A href="/wiki/Management" title="Management">Divisional manager</A></LI>
<LI><A href="/wiki/Management" title="Management">Regional manager</A></LI>
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<TH scope="row" class="navbox-group" style="width:1%">Related topics</TH>
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<LI><A href="/wiki/Corporate_governance" title="Corporate governance">Corporate governance</A></LI>
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<LI><A href="/wiki/Senior_management" title="Senior management">Senior management</A></LI>
<LI><A href="/wiki/Supervisory_board" title="Supervisory board">Supervisory board</A></LI>
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document_title: Board of directors

token: Board

token: directors

token: wikipedia

token: Jump

token: to

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token: search

token: Room

token: and

token: Trustees

token: redirect

token: here

token: For

token: other

token: uses

token: see

token: disambiguation

token: A

token: meeting

token: a

token: board

token: the

token: Leipzig

token: Dresden

token: Railway

token: Company

token: in

token: is

token: recognized

token: group

token: people

token: who

token: jointly

token: oversee

token: activities

token: an

token: organization

token: which

token: can

token: be

token: either

token: for

token: profit

token: business

token: nonprofit

token: or

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token: agency

token: Such

token: 's

token: powers

token: duties

token: responsibilities

token: are

token: determined

token: by

token: regulations

token: including

token: jurisdiction

token: corporations

token: law

question_text: what does the board of directors consist of