[
Bezemer P.J., Peij S.P., Gregory F. Maassen G.F. (2012), The changing role of the supervisory board chairman: the case of the Netherlands (1997-2007), Journal of Management & Governance, 16(1): 37-55.10.1007/s10997-010-9128-3
]Search in Google Scholar
[
Bysinger, B., Hoskisson, R.E. (1990), The Composition of Boards of Directors and Strategic Control: Effects on Corporate Strategy, Academy of Management Review, 15: 72-87.10.5465/amr.1990.4308231
]Search in Google Scholar
[
Daily, C.M., Dalton, D.R., Cannella, A.A. (2003), Corporate governance: Decades of dialogueand dana, Academy of Management Review, 28(3): 371-382.10.5465/amr.2003.10196703
]Search in Google Scholar
[
Eurlich, M., Stiglbauer M. (2012), Supervisory boards and their new role as a Strategic business coach: opening the german Black box of upper echelons, International conference Improving financial institutions: the proper balance between regulation and governance” Helsinki, April 19 2012.
]Search in Google Scholar
[
Gad, J. (2015), The Relationship Between Supervisory Board and Management and Their Communication Processes in Publicly Listed Companies in Poland. Comparative Economic Research, 18(2): 140-160.10.1515/cer-2015-0016
]Search in Google Scholar
[
Jensen, M.C., Meckling, W.H. (1976), Theory of the Firm: Managerial Behavior, Agency Costs and Ownership Structure, Journal of Financial Economics, 3(4): 305-360.10.1016/0304-405X(76)90026-X
]Search in Google Scholar
[
Johnson, J., Daily, C., Ellstrand, A. (1996) Boards of directors: A review and research agenda, Journal of Management, 22: 409-438.10.1177/014920639602200303
]Search in Google Scholar
[
Judge, W., Zeithaml, C. (1992), Institutional and strategic choice perspectives on boardinvolvement in the strategic decision process, Academy of Management Journal, 35(4): 766-794.10.5465/256315
]Search in Google Scholar
[
Jungmann C. (2006), The Effectiveness of Corporate Governance in One-Tier and Two-Tier Board Systems - Evidence from the UK and Germany, European Company and Financial Law Review, 3(4): 3, 426-474.10.1515/ECFR.2006.019
]Search in Google Scholar
[
Maassen, G. (2002), An International Comparison of Corporate Governance Models: Third print, July 2002, available at: https://repub.eur.nl/pub/8028/Maassen_9789090125916.pdf.
]Search in Google Scholar
[
Monks R.A.G., Minow N. (2008), Corporate governance, J. Wiley & Sons: Chichester.
]Search in Google Scholar
[
Mueller C.G., Barker V.L. (1997), Upper Echelons and Board Characteristicsof Turnaround and Nonturnaround Declining Firms, Journal of Business Research, 39: 119-134.10.1016/S0148-2963(96)00147-6
]Search in Google Scholar
[
Muth, M, Donaldson, L. (1998), Stewardship Theory and Board Structure: A contingency approach, Corporate Governance: An International Review, 6: 5-30.10.1111/1467-8683.00076
]Search in Google Scholar
[
Ogbechie C., Koufopoulo D.N., Argyropoulou M. (2009), Board characteristics and involvement in strategic decision making - The Nigerian perspective, Management Research News, 32(2): 169-184.10.1108/01409170910927622
]Search in Google Scholar
[
Organisation for Economic Co-Operation and Development (2015), OECD Principles of Corporate Governance, https://www.oecd.org/daf/ca/Corporate-Governance-Principles-ENG.pdf. retrieved June 15, 2020.
]Search in Google Scholar
[
Pfeffer, J. (1972), Size and Composition of Corporate Boards of Directors - Organization and its Environment, Administrative Science Quarterly, 17: 218-228.10.2307/2393956
]Search in Google Scholar
[
Pfeffer, J. (1972), Size and Composition of Corporate Boards of Directors - Organization and its Environment, Administrative Science Quarterly, 17: 218-228.10.2307/2393956
]Search in Google Scholar
[
Racic D., Cvijanovic V. (2006), Stanje i perspektive korporativnog upravljanja u Republici Hrvatskoj: Primjer javnih dionickih drustava, Zbornik Ekonomskog fakulteta u Zagrebu, godina 4: 205-216.
]Search in Google Scholar
[
Rindova, V.P. (1999), What Corporate Boards have to do with Strategy: A Cognitive Perspective, Journal of Management Studies, 36(7): 953-975.10.1111/1467-6486.00165
]Search in Google Scholar
[
Ruigrok, W., Peck, SI., Keller H. (2006), Board Characteristics and Involvement in Strategic Decision Making: Evidence from Swiss Companies, Journal of Management Studies, 43(5): 1201-1226.10.1111/j.1467-6486.2006.00634.x
]Search in Google Scholar
[
Shabir A., Rosmini O. (2016), Basic corporate governance models: A systematic review, International Journal of Law and Management, 58 (1): 73-107.10.1108/IJLMA-10-2014-0057
]Search in Google Scholar
[
Stiles, P., Taylor, B. (1996), The Strategic Role of the Board, Corporate Governance, an International Review, 4(1): 3-10.10.1111/j.1467-8683.1996.tb00125.x
]Search in Google Scholar
[
Thomsen S. (2003), The Convergence of Corporate Governance Systems to European and Anglo- American Standards, European Business Organization Law Review, 4(1): 31-50.10.1017/S1566752903000314
]Search in Google Scholar
[
Tipuric, D. (2006), Nadzorni odbor i korporativno upravljanje. Sinergija: Zagreb.
]Search in Google Scholar
[
Tipuric, D. i sur. (2015), Korporativno upravljanje u Hrvatskoj. Ocjena kvalitete korporativnog upravljanja hrvatskih dionickih drustava SEECGAN metodologijom. Sinergija: Zagreb.
]Search in Google Scholar
[
Velte P. (2010), The link between supervisory board reporting and firm performance in Germany and Austria, European Journal of Law and Economics, 29: 295-331.10.1007/s10657-009-9122-x
]Search in Google Scholar
[
Zagreb stock exchange (2020), Croatian code of best practice, https://zse.hr/UserDocslmaaes/leaal/2019/ZSEKodeksHR07.pdf, retrieved June 15, 2020.
]Search in Google Scholar
[
Zahra, S., Pearce, J. (1989), Boards of Directors and Corporate Financial Performance: A Review and Integrative Model, Journal of Management, 15(2), 291-334.10.1177/014920638901500208
]Search in Google Scholar