| Board composition and corporate performance: How the Australian experience informs contrasting theories of corporate governance GC Kiel, GJ Nicholson Corporate governance: an international review 11 (3), 189-205, 2003 | 1926 | 2003 |
| Can directors impact performance? A case‐based test of three theories of corporate governance GJ Nicholson, GC Kiel Corporate governance: An international review 15 (4), 585-608, 2007 | 912 | 2007 |
| Directors' multiple identities, identification, and board monitoring and resource provision AJ Hillman, G Nicholson, C Shropshire Organization Science 19 (3), 441-456, 2008 | 492 | 2008 |
| A framework for diagnosing board effectiveness GJ Nicholson, GC Kiel Corporate Governance: An International Review 12 (4), 442-460, 2004 | 424 | 2004 |
| Breakthrough board performance: how to harness your board’s intellectual capital [1] GJ Nicholson, GC Kiel Corporate Governance: The international journal of business in society 4 (1 …, 2004 | 235 | 2004 |
| How boards strategise: A strategy as practice view KP Hendry, GC Kiel, G Nicholson Long Range Planning 43 (1), 33-56, 2010 | 222 | 2010 |
| Evaluating boards and directors GC Kiel, GJ Nicholson Corporate Governance: An International Review 13 (5), 613-631, 2005 | 217 | 2005 |
| Multiple directorships and corporate performance in Australian listed companies GC Kiel, GJ Nicholson Corporate Governance: An International Review 14 (6), 530-546, 2006 | 193 | 2006 |
| Boards that work: A new guide for directors G Kiel, G Nicholson McGraw Hill Australia Pty Ltd, 2003 | 191 | 2003 |
| Climate of fear in organisational settings: Construct definition, measurement and a test of theory NM Ashkanasy, GJ Nicholson Australian Journal of Psychology 55 (1), 24-29, 2003 | 184 | 2003 |
| An observational analysis of the impact of board dynamics and directors' participation on perceived board effectiveness A Pugliese, G Nicholson, PJ Bezemer British Journal of Management 26 (1), 1-25, 2015 | 153 | 2015 |
| Defining the social capital of the board of directors: An exploratory study GJ Nicholson, M Alexander, GC Kiel Journal of Management & Organization 10 (1), 54-72, 2004 | 134 | 2004 |
| The role of the board of directors: Perceptions of managerial elites G Nicholson, C Newton Journal of Management & Organization 16 (2), 204-218, 2010 | 116 | 2010 |
| Inside the boardroom: exploring board member interactions PJ Bezemer, G Nicholson, A Pugliese Qualitative research in accounting & management 11 (3), 238-259, 2014 | 102 | 2014 |
| The influence of board chairs on director engagement: A case‐based exploration of boardroom decision‐making PJ Bezemer, G Nicholson, A Pugliese Corporate Governance: An International Review 26 (3), 219-234, 2018 | 101 | 2018 |
| Too unsafe to monitor? How board–CEO cognitive conflict and chair leadership shape outside director monitoring DB Veltrop, PJ Bezemer, G Nicholson, A Pugliese Academy of Management Journal 64 (1), 207-234, 2021 | 88 | 2021 |
| Corporate governance options for the local subsidiaries of multinational enterprises GC Kiel, K Hendry, GJ Nicholson Corporate Governance: An International Review 14 (6), 568-576, 2006 | 77 | 2006 |
| Habitual accountability routines in the boardroom: How boards balance control and collaboration G Nicholson, A Pugliese, PJ Bezemer Accounting, Auditing & Accountability Journal 30 (2), 222-246, 2017 | 56 | 2017 |
| Board, director and CEO evaluation G Kiel, G Nicholson, MA Barclay McGraw Hill, 2005 | 56 | 2005 |
| The nonprofit board as a team: Pilot results and initial insights G Nicholson, C Newton, M McGregor‐Lowndes Nonprofit Management and Leadership 22 (4), 461-481, 2012 | 51 | 2012 |
Pieter-Jan BezemerSenior Lecturer, Edith Cowan University在 ecu.edu.au 的电子邮件经过验证
