Corporate governance best practices: the proof is in the process

Purpose This paper looks at the failure of corporate boards to incorporate best practices into their functioning. Design/methodology/approach The study discusses the failure of corporate boards to incorporate best practices into their functioning. Findings One answer to the continued failure of corporate governance, albeit not likely the answer, is a misplaced focus on structural aspects of the board of directors at the expense of process issues. Practical implications Provides executives with information on important factors to consider in monitoring board performance. Originality/value This article is of particular value to CEOs and other board members.