3. Mapping the Intersection Between Corporate Governance and (Strategic) Management

The aim of this paper is twofold. Firstly, to illustrate the connection between corporate governance and (strategic) management and secondly to explore their inter-relationship. Our analysis indicates that although corporate governance and management are two separate fields, their structures/shapes are intersected at the strategic management level. Based on this argument, we develop a conceptual framework to illustrate the dynamic relationship among three pillars: corporate governance, management and strategic management. Our “mapping” approach explains that strategic decisions are shaped under complex, and non-linear processes. This perspective highlights the important need of future studies to apply multimethodologies to capture the contribution of boards in strategic decision making.