A STUDY OF MANAGEMENT PERCEPTIONS OF THE IMPACT OF BOARD ROLES ON VALUE CREATION TYPOLOGY IN DEVELOPING ECONOMIES: THE CASE OF TUNISIAN LISTED COMPANIES

Abstract

This study deals with the contribution of corporate board to value creation in a developing economies context as Tunisia. This paper aims to go beyond the conventional approaches to identify the different board roles that can contribute to enhance the creation of a given type of value according to company objectives, stakeholders’ interests and environment expectations. The conceptual study has allowed us to identify three main board roles: a control role, a strategy role and a service role. Regarding value creation, we retained a typology with three kind of value: the economic value, the social value and the institutional value. The survey of 52 Tunisian listed companies revealed a positive relationship between two board roles and the three types of value creation