The papers published in this special issue have been selected from the proceedings of the 10th International Conference on Corporate Governance and Board Leadership, 2-4 October 2007 at the Centre for Board Effectiveness, Henley Management College, UK. The conference is an annual event and this year's papers revolved around the theme of how investors and boards drive company growth through the corporate life cycle. The papers in this special issue address a variety of ideas related to the conference theme and contribute to our knowledge of board structures, processes and behaviours both empirically and conceptually. Gunasekarage et al. investigate the ever topical link between corporate governance practices and financial performance. Their empirical study of small cap companies in New Zealand highlights that conformance with governance codes is generally improving, and that several governance mechanisms, including board diversity, impact positively on firm performance. The papers by Long, and Dulewicz and Herbert examine governance practices in the UK following the introduction of the Combined Code. Long explores issues of induction and re-induction of board members and how these processes can contribute to board performance and effectiveness. Dulewicz and Herbert, in their empirical study of FTSE350 companies, shed light on the extent to which good governance practices are becoming embedded in board processes and behaviours.
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