Professor emeritus at BI Norwegian Business School from 1.1.2021. Member of Board of Governors at Academy of Management (AOM 2019-2022). Full time professor position at BI Norwegian Business School since 2002-2020, but I have had periods of part time leave. Adjunct professor BI 2000-2002. My PhD (dr.oecon) is from NHH in Bergen.
"Life is too short to drink bad wine". This is a reminder to give priority to the most important things. I want to make a contribution through my research, to individuals, business and society, and the best way to do that is by working with junior faculty and PhD students. My working environment is a virtual organization - connecting to people from all over the world. This has also led me to make presentations on important arenas (including various Parliaments and main international newspapers, etc), and I have been teaching at universities in more than 20 countries.
My present research agenda contains three main topics. They are all embedded within the integration of theory and practice - and venturesome research designs. - Contributing to value creating boards with a focus on understanding actual board behavior, board processes, dynamics and how boards may contribute in the future. The digital transformation of society is a core factor for understanding the future of boards and corporations. (See Huse 2018: "Value-creating boards: Challenges for future research and practice") - Contributing to gender equality in business and society with a focus on questions around getting women on boards. The research agenda about getting women on boards contains observations of actors, their motivations and their interactions. - Contributing to developing a "sharing" philosophy of doing management research. I share the concerns presented by leaders of the leading acacemies of management (e.g. AoM and EURAM) about how the present focus on publishing may take attention away from doing good research. Research is much more than cracking the codes of getting into premiere journals. (See Huse 2020: "Resolving the crisis in research by changing the game".) 2012-2017
I was at Witten/Herdecke University in Germany: Head, hands and heart - a holistic approach to research and teaching. I accepted in 2012 a five year late career position as chairholder at the Reinhard Mohn Endowment Chair for Management, Business Ethics and Societal Change. This private university is built on anthroposophic values. It showed me the importance of having lighthouse universities around in Europe. I had thus 2012-2017 part time leave from my position at BI.
2010-2012
After having been highly involved in the Academy of Management in USA (AoM) I appreciated the establishment of a European Academy of Management (EURAM), and I was its president 2010-2012. My overall objective in this period was to create a European based community of engaged management scholars.
2002-2012
During these years I spent considerable time in Italy and contributed to the internationalization of Italian universities. In management research. First at Bocconi, later many other places including Tor Vergata, Federico II and La Sapienza. I was also in the ASN commission evaluation professor tenure in organization studies.
1997-2002
The main position these years was at the Centre for Church Research, Oslo. Here I wrote six books about clergy and leadership in the church.At the same time I had and adjunct professor position at Halmstad/Lunds University. There I researched and teached about boards of directors in SMEs and venture capital based firms. In this period I was Director of International Programs at AoM, and my committee had the charge of making this academy international.
1989-1997
The main position in this period was at Nordland Research Institute in Bodø, Norway. The research agenda was about boards in SMEs, entrepreneurship and regional development. I had an adjunct position at Bodø Graduate School of Business (Nord University). During the end of this period I became President of the National Association of Corporate Directors (StyreAkademiet) in Norway. I completed my PhD about actual board behavior in 1994, and I got a positive evaluation as full professor in entrepreneurship from BI in 1995.
1981-1989
Several positions in business, ie. insurance (Norges Brannkasse/Uni Insurance), hotels (SAS Royal Hotel Bodø) and consulting (Bonitas/Arthur Young). I had also a short period as development aid worker in South Sudan before the civil war started in 1984. Lecturing strategic control at Bodø Graduate School of Business. I practiced as astrategy and boardroom consultant.
1978-1981
Scientific assistant at NHH (Bergen) and later involved in an action research project on church leadership (Oslo). Lecturing management at Norwegian Deaconal College.
1972-1977
Period of full time studies at NHH (siviløkonom 1976 + HAE 1978), but also religion studies at NLA, the University of Bergen and Menighetsfakultetet (Oslo). In this period I served in the military as a scout on the Norwegian/USSR border, and as a board representative for the army soldiers serving in the Northern part of Norway. Worked as temporary teacher at a local elementary school.
This study theoretically and practically contributes to show how boards in SMEs can contribute to value-creation. Furthermore, a value-creating conceptual framework is developed integrating an extended team production theory. Team production theory has its roots in law and economics, and it is an alternative to agency theory (Blair & Stout, 2001). The extended team production theory has a focus on leadership and managerial behavior, and it integrates core strategy perspectives from both industrial organization and resource approaches. We were honored that an extended version of this article recently accepted for publication in the Handbook of Research in Corporate Governance and Business Ethics (Gabrielsson & Huse, 2023). In this present article, we specifically showcase to what degree boards in practice may create or destroy values within the organization and we apply a novel lens of extended team production theory to do this.
Gabrielsson, Jonas & Huse, Morten (2023)
Sustainable ethics and team production: Implications for value-creating boards in SMEs
Abstract
Sustainability has become a key concern for SMEs whose board members recognize the need to consider not only the financial bottom line but also the environmental and social performance of the business. Sustainability is about ethics because it calls on board members to consider not only the condition of current stakeholders but also the potential condition of future people that are at the mercy of contemporary unsustainable production and consumption patterns. In the chapter, we build on recent developments of the extended team production theory to discuss the characteristics and behavior of value-creating boards in SMEs. We present an integrated value-chain framework that may be used for developing the value-creating potential of boards to achieve the long-term sustainability goals of the business.
Key Words: Boards, ethics, SMEs, sustainability, team production, value creation
Why is it more likely that boards are destroying rather than creating values? This is the first observation that motivates the chapter. The second observation is that boards are not teams – at least not in most cases. The third observation is that team efforts at the board level can contribute to sustainable value creation in financial, social, and environmental terms.
We will, in this chapter, reflect on these observations in the context of privately held small and medium-sized enterprises (SMEs). We discuss how their boards, in practice, can be value-creators rather than only value-distributors or value-destroyers. We apply sustainability as a meta-concept that explicates the ethical aspects embedded in value creation and the moral responsibility to consider not only the financial bottom line but also environmental and social performance. In the context of SMEs, our discussion identifies how board members in practice may contribute to sustainable value creation in financial, social, environmental, and ethical terms.
The chapter is built on the recent developments of the extended team production theory (e.g., Huse & Gabrielsson, 2012; Gabrielsson, Calabro, & Huse, 2016; Gabrielsson, Åberg, & Huse, 2020). Team production theory has its roots in law and economics and has been presented as an alternative to agency theory. The extended team production theory focuses on leadership and entrepreneurial behavior and integrates core strategy perspectives from both industrial organization and resource approaches. Our theorizing offers an integrated value-chain framework that may be used for developing value-creating boards in SMEs.
Our discussion emphasizes that value-creating boards are highly potent agents of change with a collective capacity to prevent, mitigate and adapt to climate change and its adverse impacts on the planet and its people. However, we also recognize that many businesses rely on activities and practices damaging the environment while simultaneously mistreating employees and other stakeholders in their value-creation efforts. The often-unsustainable approaches to value creation that abounds in and around boardrooms warrant the need to integrate the requirements of a healthy economy and the needs of human society with environmental protection and restoration . Board members have a special responsibility in this regard because their decisions can have an immense impact on natural environments and on the local communities where their businesses operate.
The vocabulary in this chapter supplies a toolkit that may help board members use both hands, i.e., combining many ways of creating values. Board members are in a value chain framework supposed to put their collective efforts where they add the most value while. This is typically done by paying attention to value-creating possibilities across the whole value chain. In this respect, a value-chain analysis contributes to finding possibilities for sustainable value-creation that consider not only the financial bottom line but also environmental and social performance
Huse, Morten (2023)
Board Processes and Performance: The Impact of Directors’ Social and Human Capital
Research handbook on Diversity and Corporate Governance
We are presenting a collection of articles that deal with issues of gender beyond the dichotomy; intersectionality of gender and other important characteristics such as cast, ethnicity, and novel theoretical dimensions such as dynamic capabilities and digital expertise. Furthermore, this collection of articles contains a number of studies thatdelve deeper into the way that boards are working by exploring demographic faultlines and theories of proportions; and contributions that integrate insights across disciplines and decades of research into a historical overview ad multilevel framework of diversity and corporate governancne.
Huse, Morten (2023)
Diversity and corporate governance: how can groundbreaking research be developed?
, s. 206- 219.
Do we contribute to create a better world through our diversity and corporate governance research? I am in this contribution challenging formulaic diversity and corporate governance research. Scholars are challenged to use polymorphic approaches. We should dare to challenge mainstream assumptions and even dare to "swear in the church". There is a need to explore what diversity means taking into consideration a changing society and societal needs. We should try to have perspectives about the future and not only about the past. We should include the impacts of digitalization, migration, globalization, climate change, pandemics, economic inequality, and even wars.
Huse, Morten & Silva, Muthu De (2023)
Polymorphic research and boards of directors: Let us make a better world together
POLYMORPHIC RESEARCH AND BOARDS OF DIRECTORS: LET US MAKE A BETTER WORLD TOGETHER
Abstract:
Our objective with this chapter is to show how innovative methods can help us contribute to important and path breaking research about boards and governance. We introduce polymorphic approaches, and we emphasize co-creation. The illustrations are leaning on a sharing philosophy of doing research.
Polymorphic research is about alternative ways of thinking and doing research. Through polymorphic approaches we challenge existing formulaic approaches to research about boards and governance, including messages, methods, interpretations, publication, and target audiences. We present examples using introspection, the champagne method and co-creation. Our position is that while the existing methodologies are useful, the simultaneous generation of theoretically rigorous and practically impactful research requires innovative methods.
We show how innovative methods in corporate governance research can contribute to solving the present crisis in research by moving the dominating research philosophy from “publish or perish” to a “sharing” philosophy.
Key words: champagne method, co-creation, corporate governance, gender, introspection
Huse, Morten (2020)
Resolving the crisis in research by changing the game: An ecosystem and a sharing philosophy
This groundbreaking book arrives at a time of growing concern for the future of true scholarship. Morten Huse calls upon the scholarly community to reflect on the recent dramatic changes to academia, calling for coordinated efforts to reorganise the scholarly ecosystem.
Offering a holistic view of academia, Huse outlines the institutions, audiences, messages, channels and communities that interact in this ecosystem, introducing a ‘sharing philosophy’ as the foundation of change. Reflecting on the past and looking to the future, this exciting book demands a communal approach to scholarship that comprises an open, innovative and impact-driven attitude to research that can change the academic game.
Incisive and optimistic for the future, this book is crucial reading for PhD students and junior faculty members hoping to find new avenues for impactful and innovative research. Established scholars, as well as leaders of academic institutions, academies and associations concerned with recent structural changes to scholarship will also benefit from Huse’s strong critique and alternative pathways.
Drawing on 31 interviews, we explore the life trajectories of some of the women with most directorships in Norway after the introduction of the quota, with specific attention to their capitals. Adopting a Bourdieusian approach, we examine to what extent forced structural changes (the quota), challenge what are valued as legitimate capital(s) in the field (corporate boards). Our research demonstrates the progressive role of the quota in challenging gendered ideas of suitability. We found that structural adjustments in the field are leading to realignment in terms of the field-specific value and meaning of different types of capitals, which are redrawing the boundaries of the field in the process. We conclude that the external push through state-imposed regulation has broadened the field, resulting in the recognition of a wider set of capitals as legitimate. The study responds to the much-debated question about the utility of quotas in addressing systemic and historical inequalities.
Gabrielsson, Jonas; Huse, Morten & Åberg, Carl (2020)
Corporate Governance in Small and Medium Enterprises
We show unintended consequences of quota regulations to get women on boards. Board members may have diferent characteristics, and even among women, there are variations. We assume that the characteristics of the board members have an
infuence on their contributions to boards, to businesses as well as to society. In this paper, we argue that diferent types of
societal pressure to get women on boards have an infuence on the social capital characteristics of the women getting multiple board memberships. The paper is drawing on institutional theory and social capital theory, and we distinguish between
mimetic, normative, and coercive types of pressure. Through a cluster analysis of 58 Italian “golden skirts”, we show that
diferent types of societal pressure may lead to diferences in social capital characteristics. The study has implications for
the ongoing international debate about women and diversity on boards, and we propose developing a pressure theory for
getting women on boards.
In this chapter we reflect on the ongoing megatrend of digitalization in relation to boards of directors. We define and discuss the digital transformation and its consequences for societies and corporations as well as how corporations cope with digitalization inside and outside the boardroom. Furthermore, we examine and discuss accountabilities and competencies for boards and board members in the digital era. The chapter concludes with an analysis of different layers in which digitalization and the digital transformation of society may influence boards and governance
Solomon, Esther & Huse, Morten (2019)
Corporate Governance and Paradoxical Tensions: Leadership Dynamics Through Facet Theory
Relying on a sample of 841 respondents who are board members of Norwegian firms, this study applied Dr. Guttman’s Facet Theory along with nonmetric multidimensional scaling to propose and empirically test structural hypotheses about perceptions of boardroom dynamics. The application of this formal methodology to studying corporate governance processes offers unique insights into leadership dynamics and paradoxical tensions as board members experience them in the boardroom.
A facet framework defining the content universe formed the basis for facet profile configurations expressing classes of boardroom dynamics. Results overall confirmed the structural hypotheses and the lawfulness of a radex structure representing boardroom processes. Three facets differentiated among classes of boardroom processes in terms of whether they represent opportunities or threats for cooperation, board asserting or acquiescing roles, and approaching or distancing orientations. These facets represented the qualitative differentiation and jointly played the polarizing role, while a fourth ordered facet on specificity played the modulator role.
Director’s perceptions of shared leadership and monitoring comprise enabling orientations and are differentiated from inhibiting orientations that include dominating leadership and biases. The findings have implications for director’s motivation and ability to engage in their monitoring and resource provision roles, or alternatively, contribute to governance inertia.
Huse, Morten (2019)
What matters most for our scholarly community: Reflections from former AOM presidents
, s. 21- 44.
Management research has during recent years been subject to critical attention. There have been calls for redirections toward what matters most and toward scholarship with an impact. In this paper I present reflections about the future of scholarship. AOM (The Academy of Management) has become an important premise vendor for international management research. To embed suggestions for redirection of research, I analyzed these presidential addresses over twenty-five years. I found that many of them have raised similar concerns. The AOM presidents have argued that management research suffers from a too narrow view of scholarship, theory and practice are not connected, and an audit culture with negative consequences. The presidents of AOM all have a reflecting presidential address at the end of their presidential period. They typically address what they see as the most important issues or challenges for the AOM, for management research and for scholarship in general.
Value-creating boards: Challenges for Future Research and Practice
This Element shapes the discussion about corporate governance and boards of directors. The arena for boards and corporate governance is not static. In Boards, Governance and Value Creation (Cambridge 2007), Morten Huse presented knowledge about boards with a focus on behavioural perspectives. The present contribution reflects on what has occurred during recent years. It contributes to the literature around sustainable value creation in business and society. This Element brings an update of the content of the 2007 book and thus provides a resource for students and scholars – as well as for reflective practitioners.
Huse, Morten (2018)
The business utility case for Women on boards: going beyond the surface
Huse, Morten; Gabrielsson, Jonas & Minichilli, Alessandro (2011)
Improving Corporate Governance Practices
, s. 217- 233.
En annen versjon av denne artikkelen er tidligre publisert i Burke and Cooper 2009: The Peak Performing Organizations, Routledge, ISBN 978-0-415-4517-3
We present results from a study about women and employee-elected board members, and fill some of the gaps in the literature about their contribution to board effectiveness. The empirical data is from a unique data set of Norwegian firms. Board effectiveness is evaluated in relation to board control tasks including board CSR involvement. We found that the contributions of women and employee-elected board members varied depending on the board tasks studied. In the article we also explored the effects of the esteem of the women and employee-elected board members, and we used creative discussions in the boardroom as a mediating variable. Previous board research, including research about women and employee-elected directors, questions if the board members contribute to board effectiveness. The main message from this study is that it may be more important to ask how, rather than if, women and employee-elected board members contribute, and we need to open the black box of actual board behavior to explore how they may contribute.
"Outside" directors in SME boards: a call for theoretical reflections
1(1)
Huse, Morten (2005)
Corporate governance: Understanding important contingencies
2(4) , s. 41- 50.
Huse, Morten (2005)
Accountability and creating accountability: a framework for exploring behavioural perspectives of corporate governance
16, s. 65- 80.
What is board accountability, and how is such accountability created? This response to Roberts, McNulty and Stiles suggests a framework for exploring behavioural perspectives of boards and corporate governance. The contribution of this framework is to develop a terminology that may help us accumulate. knowledge and provide directions for a research agenda. The consistent use of a terminology, the accumulation of knowledge and an accepted research agenda among a core group of scholar are some of the first steps in developing a promising research field with considerable potential to create actionable knowledge. The framework can help us sort some of the research, concepts and anecdotes that have been presented in efforts to open the black box of board research.
Shaker, Zahra; Neubaum, D. & Huse, Morten (2005)
Entrepreneurship in medium-size companies: Exploring the effects of ownership and governance systems
, s. 173- 207.
Gabrielsson, Jonas & Huse, Morten (2005)
Context, behavior and evolution - challenges in research on boards and governance
4(2) , s. 11- 36.
Huse, Morten; Neubaum, D. & Gabrielsson, Jonas (2005)
Corporate innovation and competitive environment
1(3) , s. 313- 333.
Huse, Morten & Gabrielsson, Jonas (2005)
Perspectives on boards and governance from Europe - contingency, behavioural and evolutionary
34(2) , s. 3- 10.
Huse, Morten & Gabrielsson, Jonas (2004)
The effects of entrepreneurial posture on international activities in the light of emerging globalization
Huse, Morten (2004)
The Church and its clergy
, s. 109- 122.
Huse, Morten (2004)
Styrearbeid i Norge - innsikt fra corporate governance virkeligheten
Gender in the Boardroom: Learnings from world-leader Norway
[Report Research].
The key findings of this Bulletin are: • Voluntary actions to get more women on boards did not work in Norway. A legal quota for gender balance was therefore implemented. Many countries have been influenced by the snowball that started rolling in Norway. • Challenges, characteristics, and contributions of the women becoming board members vary. They are influenced both by the national context and the national public policy instruments being applied. Efforts for getting women on boards must be adapted to national discourses and contextual factors. • Actual board behaviour influences the business case for women on boards. It is necessary to move beyond superficial accounts and take better account of ‘who the women are’. • Quotas are not enough for achieving gender equity, and societal sustainability and well-being. Quotas must be supplemented by other initiatives.
Goldeng, Eskil le Bruyn & Huse, Morten (2017)
A snowball started rolling: lessons from Norway about gender quotas on boards
[Popular Science Article].
Huse, Morten (2017)
Et verdiskapende styre: Tante, barbar eller klan
[Lecture]. Event
Huse, Morten (2017)
International lessons about getting Women on boards
[Lecture]. Event
Huse, Morten (2017)
Standing out - a lighthouse: An alternative story about a university
[Conference Lecture]. Event
Åberg, Carl; Shen, Wei & Huse, Morten (2017)
The relationship between Board Chair Human Capital and Board Dynamic Capabilities
[Conference Lecture]. Event
Huse, Morten (2017)
Quotas are not enough: Beyond the debate about quotas in getting Women on boards
'Lean in' and variations in gender discourses about getting women on boards
[Conference Lecture]. Event
Abstract
With a starting point in Sandberg’s ‘lean in’ approach, we studied national and international discourses about getting women on corporate boards. We wanted to reveal discourses that may have negative consequences for individuals, business and society. A multi-sited ethnographic study was used, and we followed the quota-debates in Norway, Italy, Germany, Spain and Slovenia. In this paper we first identify various feminist arguments and sort them in five main sets of gender codes. We then following sociological system theory observed how the arguments were coupled in different discourses. We found that not all discourses were constructive. Some of them could lead to negative consequences for women, businesses and societies. This is also the case for Sandberg’s approach. We suggested that her ‘lean in’ approach can be described as creative misunderstanding. Through our study we make an international contribution to women’s career advancement.
Key words: Women’s career advancements, women on boards, sociological system theory, feminism, misunderstandings,
Göke, Juliane & Huse, Morten (2017)
The Academic Housewife: Holes in the talent pipeline for getting Women on boards
[Conference Lecture]. Event
Huse, Morten (2017)
Women on Boards: Gender equality in politics, management and Boards in Europe
[Lecture]. Event
Huse, Morten (2017)
Quotas for Women on Boards: Lessons from Norway
[Lecture]. Event
Göke, Juliane; Brinkmann, Johannes & Huse, Morten (2016)
“The unexamined life is not worth living”? How to investigate and teach business career morality
[Conference Lecture]. Event
Göke, Juliane & Huse, Morten (2016)
“Could have, should have, would have”: Pensioners’ reflections on their career decision making
[Conference Lecture]. Event
Huse, Morten (2016)
The board as a competitive advantage to your company
La creacion de valor en los consejos y la diversidad de gener: Como progresar para incrementar el numero de mujeres en los consejos de administracion en España
[Report Research].
España fue uno de los primeros países en establecer una normativa que contemplaba la igualdad de género en los consejos de administración de las empresas a través de la ley orgánica 3/2007 de 22 de marzo. A pesar de ello, la recomendación que establecía la ley para todas las grandes empresas de alcanzar el 40% de presencia del género menos representado en los Consejos, no incluía ninguna sanción. Como consecuencia de ello, España es en la actualidad uno de los grandes países de Europa con el menor porcentaje de mujeres en sus consejos. En este informe, se presentan sugerencias para incrementar el número de mujeres en los consejos de administración en las empresas españolas.
La presente investigación presenta los resultados de un estudio empírico que se realizó desde el otoño de 2015 hasta la primavera de 2016. Los métodos usados han sido observaciones directas, entrevistas y encuestas realizadas a través de un cuestionario on-line. Las observaciones sobre otros países y las investigaciones anteriores se nutren de aportaciones de diversos estudios. Estas observaciones se presentan también en este informe, como una comparativa.
Sobre la base de los resultados más sustanciales de la encuesta, los debates llevados a cabo en grupos organizados, las entrevistas realizadas, el escaso avance del enfoque voluntario, las exigencias del colectivo empresarial español por reflejar la realidad social y de los consumidores, así como de la necesidad de credibilidad, fiabilidad, gobernanza corporativa y competitividad, se concluye que:
1) Las cuotas son más rápidas y más sencillas que la presión informal para obtener resultados. Un enfoque flexible podría llevarse a cabo para avanzar igualmente, pero exigiría en todo caso elaborar una amenaza relativa a una eventual adopción de cuotas para poder obtener resultados. Para liderar el cambio, se debe crear de forma temporal una estrategia concreta dirigida por una estructura política con la eventual ayuda de un comité ad hoc o un organismo rector.
2) La comunidad empresarial tiene que abrir los ojos y alinearse para ver las ventajas de la inclusión de mujeres en los consejos al ser una fuente de talento amplia y diversa.
3) Existe una necesidad de coordinar los esfuerzos de los diferentes interesados para lograr y completar el progreso. Esto no puede hacerse a través de las organizaciones ya existentes de mujeres, sino a través de la cooperación entre políticos, empresas y líderes (hombres y mujeres) por medio de una estructura que coordine la estrategia y su implementación.
4) Las propuestas para la promoción de mujeres en los consejos de administración deben complementarse con el desarrollo de condiciones necesarias para que los consejos de administración que creen valor, en particular enfocadas hacia la formación en Consejos de administración de sus miembros.
Palabras clave: Mujeres en los consejos, España, argumentos, cuota, aprendizaje, creación de valor
Seierstad, Cathrine; Gabaldon, Patricia, Huse, Morten & Gröschl, Stefan (2016)
Women in Norway: The multiple paths to boards
[Conference Lecture]. Event
Huse, Morten (2016)
Making impactful research
[Lecture]. Event
Huse, Morten (2016)
How boards can be a competitive advantage to your company: Core competencies, dynamic capabilities and ambidexterity
[Lecture]. Event
Huse, Morten (2016)
Getting women on boards: Norwegian experiences and the international landscape
Value Creating Boards and Gender Diversity: Suggestions to progress in getting women on boards in Spain
[Report Research].
Spain was one of the first countries in Europe to set out gender balance legislation on corporate board by the organic law 3/2007 of 22nd of March. The objective was the attainment of effective equality of women and men. However, when referring to boards of directors the recommendation set out in the law for big companies to attain a 40% of the least represented gender by 2015 did not contain any sanctioning. Neither has been the case of most recent legislation on this issue: neither the Law 31/2014, of the 3rd of December, amending Capital Corporate Act in its art.529 quindicies.3, b, setting out the free willing yearly imposed quote, (flexi-quote) nor Recommendation 14 of the Good Corporate Governance Code of the CNMV , lowering the threshold to a 30% by 2020. As a consequence Spain is at present the large European country with the lowest percentage of women on boards.
When Professor Morten Huse asked me to help him identifying main actors and drivers and support him in his research, I told him my opinion. In Spain there are important misconceptions and barriers; so that it would be needed to make a preliminary study of those, before starting a research as the one developed in other countries.
I then manifested him that I would design a strategy, having a survey as a starting point, to discover all these issues. The survey should help us better understand the reasons why developments in Spain are slower than in the rest of the biggest countries of the European Union.
Having the survey as starting point, we made over thirty interviews, two panel discussions related to recruitment methods and value creation issues, and we held several meetings with groups of different stakeholders of this debate:
- listed companies
- board members
- foundations related to good governance, company transparency, corporate social responsibility
- head hunters
- women associations
- civil servants concerned by this debate
- members of Parliament
- politicians
- consultancy firms
- business schools
- journalists
The path has not been easy, since interviewees were often reluctant to freely speak about the topic on some occasions or clearly mentioned they were not interested in taking part in it. There was a clear mismatch between the interest in knowing the results, which was relatively important, and the disposal to contribute to the research.
The journey to understand the Spanish situation has been demanding; sometimes requiring insistence, other times patience and in general with a considerable degree of flexibility. We have now arrived to an end of our project and will be able to give some conclusions. Hopefully, we will contribute to various stakeholders by shedding some light on how to progress in empowering women, building a more sustainable society and contributing to create more diverse and competitive corporations.
Seierstad, Cathrine; Gabaldon, Patricia, Huse, Morten & Gröschl, Stefan (2016)
Lessons from Norway in getting women onto corporate boards
[Popular Science Article].
Huse, Morten (2015)
The Norwegian Story: Board Dynamics and Golden Skirts
[Lecture]. Event
Huse, Morten (2015)
Women on Boards: Lessons from Norway about the gender quota
[Lecture]. Event
Huse, Morten (2015)
Developing a Horizon2020 ERC Research Grant
[Lecture]. Event
Huse, Morten (2015)
Streams of Board Research
[Conference Lecture]. Event
Huse, Morten (2015)
Structure of the international academic community
[Lecture]. Event
Huse, Morten (2015)
A value chain approach to board research
[Lecture]. Event
Huse, Morten (2015)
“Is it important to differentiate between the functional and firm-specific advice boards are providing?”
[Conference Lecture]. Event
Huse, Morten (2015)
Women in Business/Women on Boards
[Lecture]. Event
Huse, Morten (2015)
Ritorno al Passato: Value creating boards and women on boards
[Lecture]. Event
Huse, Morten (2015)
Conducting, disseminating and publishing impactful research – some examples from contributions about boards of directors
[Lecture]. Event
Bankewitz, Max & Huse, Morten (2015)
Is it important to differentiate between the functional and firm-specific advice boards are providing
[Conference Lecture]. Event
Bankewitz, Max & Huse, Morten (2015)
Boards' different advisory tasks
[Conference Lecture]. Event
Huse, Morten; Tørlen, Therese N & Seierstad, Cathrine (2015)
Making a career as a board member: Some motivational lessons from the "Golden Skirts" 2007-2015
[Conference Lecture]. Event
Huse, Morten (2015)
Replacing corporate governance with value creating boards
[Conference Lecture]. Event
Huse, Morten (2014)
Ny som styremedlem? Slik påvirker du verdiskapningen i styret
[Popular Science Article]. (2) , s. 126- 127.
Huse, Morten (2014)
Getting women on to corporate boards: A snowball starting in Norway
[Lecture]. Event
This major event brings together leading thinkers and experts to explore the challenges of targets and quotas for Government & Employers.
We will set out the International and European context and learn from the Norway experience. Drawing on the latest research findings, we will hear views from Academia and learn from leading employers how they have met the challenges and more importantly, how they are holding individuals to account! Plus Networking opportunities and interactive Workshops.
This is a fantastic opportunity for employers to understand the issues and decide the best approach for their organisation.
Speakers:
Charlotte Hogg,COO, Bank of England
Rt Hon David Blunkett, MP
Professor Morten Huse, Reinhard-Mohn-Chair, University of Witten/Herdecke & BI Norwegian Business School
Helena Morrisey, CEO Newton, Founder 30% Club, Opportunity Now Chair
Maggie Stilwell, Partner, EY
Steps: Workshop leaders
Karen M Fortunato, Company Secretary & General Counsel, Santander UK plc
Baroness Glenys Thornton
Confirmed members for the panel debate are:
Paul Deemer, Equality and Diversity, NHS Employers
Morten Huse, Reinhard-Mohn-Chair, University of Witten/Herdecke & BI Norwegian Business School
Trevor Phillips OBE, enei Trustee and former Chair of EHRC
Maggie Stilwell, Partner, EY
Charlotte Sweeney, Diversity consultant and reviewer of headhunters' code of conduct
Solomon, Esther & Huse, Morten (2014)
CEO Influence in the Boardroom:Comparing Perceptual Structures Using Facet Analysis
[Conference Lecture]. Event
Huse, Morten (2014)
Boardroom of the future: Gender diversity and boards
Verdiskapende styrearbeid: Læring fra not-for-profitt organisasjoner
[Popular Science Article]. (3) , s. 84- 85.
Huse, Morten (2013)
Verdiskapende styrer og bedriftens verdikjede
[Popular Science Article]. (1) , s. 52- 53.
Huse, Morten (2013)
Women on to boards: A snowball that started to roll in Norway
[Lecture]. Event
Huse, Morten (2013)
Verdiskapende styrearbeid
[Lecture]. Event
Huse, Morten (2013)
Kvinnesak, teamarbeid og verdiskaping i styrer
[Popular Science Article]. (2) , s. 70- 71.
Huse, Morten (2013)
Golden skirts and golden sacks
[Conference Lecture]. Event
Huse, Morten (2013)
Women on Boards: A snowball started rolling in Norway
[Conference Lecture]. Event
Huse, Morten (2013)
The value chain and value creating boards
[Lecture]. Event
Huse, Morten (2013)
What is with the board? Strategic decision-making processes in the boardroom
[Conference Lecture]. Event
Huse, Morten & Seierstad, Cathrine (2013)
Getting women on to corporate boards: Consequences of the Norwegian gender balance law
[Professional Article].
A snowball has started to roll in Norway as a consequence of the introduction of a gender balance law. This snowball has triggered a global avalanche, and the world is looking to Norway. Below, Morten Huse and Cathrine Seierstad question what can be done to increase the number of women on boards, and consider the background and consequences of Norwegian gender balance law on corporate boards.
The Value Creating Board: Results from the ¿Follow-Up Surveys¿ 2005/2006 in Norwegian firms
[Report Research].
This report is one of several research contributions which are the outcomes of “The Value Creating Board” research program conducted at The Norwegian School of Management BI from 2001 to 2007. The report is a descriptive presentation of data from three surveys, directed at CEOs, board chairpersons and board members in Norwegian firms, collected through questionnaires during the fall 2005 and winter/spring 2006. It considers boards across both small, medium sized and large firms.
Huse, Morten & Schøning, Margrethe (2005)
Corporate governance og prosessorientert styrearbeid
[Report Research].
Haalien, Lise & Huse, Morten (2005)
Boards of directors in Norwegian Family Businesses
[Report Research].
Lervik, Jon Erland; Huse, Morten, Hansen, Cathrine & Svendsen, Jon Erik (2005)
Beskrivelse av norske styrer
[Report Research].
Hansen, Cathrine & Huse, Morten (2002)
Fish out of water? Clergy working in secular organisations
