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Seven myths of boards of directors

Richard M. Steinberg | April 19, 2016

The world of corporate governance sometimes resembles Alice in Wonderland, where what might look real is not. As we peer through the looking glass, we see actors taking potshots at a range of governance protocols—with accusations that at first seem appealing, but a closer look finds that many of these parties appear to be serving their own self-interests.

A few months ago, the director and a researcher at Stanford University’s Corporate Governance Research Initiative, issued a paper with the above title, confronting some of the more common “myths” surrounding corporate governance. Let’s take a look.

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