The practices of corporate governance and strategic management have attracted considerable attention in recent years, especially as accountability for the performance of companies has shifted from the CEO to the previously ignored board of directors. Public reports of incompetence, ineptitude, hubris, excess, fraud and moral failures amongst directors have heightened the awareness.
The locus of Peter's research interest is the board of directors and, specifically, the relationship between boards and firm performance. He began his quest to understand board influence on firm performance in 2011, following a decade of service as a director and trust board member. His early work sought to describe board involvement in strategic management. This was followed by doctoral research under Dr James Lockhart, an authority on corporate governance and black box research. The analysis of data from a longitudinal multiple-case study revealed numerous insights, leading to a mechanism-based model of the governance–performance relationship and an explanation of how boards can exert influence beyond the boardroom.
Doctoral thesis, research papers and published articles
Polite notice: Copyright of the doctoral thesis and all of the papers and articles listed on this page rests with the author(s). Copyright is governed by the Copyright Act 1994. The author’s moral right to be identified as the author(s) is asserted.
Crow, P. R. (2016). Understanding governance, strategic management and firm performance: As evidenced from the boardroom. (Ph.D thesis),
Massey University, Palmerston North, New Zealand
Massey University, Palmerston North, New Zealand
Papers and articles:
Crow, P. R. (forthcoming). Reinterpreting corporate governance: Five underlying characteristics of effective boards.
Crow, P. R. (forthcoming). Rekindling the performance imperative of corporate boards.
Crow, P. R., & Lockhart, J. C. (forthcoming). Observing social phenomena directly: Illuminating an important methodological issue.
Crow, P. R. (2017). The strategic board. Governance + Compliance, May 2017
Crow, P. R. (2017). Fulfilling the board's value-creation mandate. Sherpany Board Brainery.
Crow, P. R. (2017). Corporate governance: Reaching for the 'reset' button. Ethical Boardroom, Winter 2017.
Crow, P. R., & Lockhart, J. C. (2016). How boards influence business performance: Developing an explanation. Leadership and Organisation Development Journal, 37(8), 1022–1037.
Crow, P. R., & Lockhart, J. C. (2016). Board influence from and beyond the boardroom: A provisional explanation. European Institute of Advanced Management Studies: Thirteenth Workshop on Corporate Governance. Milan, Italy.
Crow, P. R. (2016). Effective board contributions in social enterprises. Ethical Boardroom, Spring 2016.
Crow, P. R., & Lockhart, J. C. (2015). Is corporate governance a structure, a process, a group of policies, or something else? Proceedings of the 11th European Conference on Management, Leadership and Governance. Lisbon, Portugal.
Crow, P. R., & Lockhart, J. C. (2015). Re-assessing governance research: A return to first principles. European Institute of Advanced Management Studies: Twelfth Workshop on Corporate Governance. Brussels, Belgium.
Crow, P. R. (2015). Internships: A vehicle for getting directors up to speed? Ethical Boardroom, Summer 2015.
Crow, P. R. (2015). Boards, strategy and business performance: Observations from inside boardrooms. Proceedings of the 15th European Academy of Management Conference. Warsaw, Poland.
Crow, P. R. (2015). Executive-controlled boards, power and influence: A reality check. Toulouse Business School: Second International Governance Workshop. Barcelona, Spain.
Crow, P. R., & Lockhart, J. C. (2014). Searching for accountability in corporate governance. Ethical Boardroom, Winter 2014.
Crow, P. R., & Lockhart, J. C. (2014). The crucial importance of access to the advancement of governance research. Proceedings of the 10th European Conference on Management, Leadership and Governance. Zagreb, Croatia.
Crow, P. R., & Lockhart, J. C. (2014) Corporate governance issues in New Zealand and Australia. Ethical Boardroom.
Crow, P. R., & Lockhart, J. C. (2014). On the use of critical realism to advance governance research beyond correlations. Proceedings of the 28th British Academy of Management Conference. Belfast, Northern Ireland.
Crow, P. R., Lockhart, J. C., & Lewis, K. V. (2014). Towards a re-conceptualisation of governance, via strategic decision-making and performance. Proceedings of the 2nd International Conference on Management, Leadership and Governance. Boston, USA.
Crow, P. R., Lockhart, J. C., & Lewis, K. V. (2013). The relationship between governance and performance: Literature reveals new insights. Proceedings of the 9th European Conference on Management, Leadership and Governance. Klagenfurt, Austria.
Lockhart, J. C., & Crow, P. R. (2013). An exploration of the board management nexus: From agency to performance. Proceedings of the 9th European Conference on Management, Leadership and Governance. Klagenfurt, Austria.
Crow, P. R., & Lockhart, J. C. (2013). The impact of governance on the performance of a high growth company: An exemplar case study. Proceedings of the 1st International Conference of Management, Leadership and Governance. Bangkok, Thailand.