Bernard Taylor

Professor Bernard Taylor is a Director of the Centre for Board Effectiveness, which offers teaching and research in corporate governance at Henley, where he was formerly head of faculty in Strategy and International Management. He has founded two international journals Long Range Planning and The Journal of General Management and produced 24 books. He also established two European Councils in Corporate Strategy and Board Effectiveness for the Conference Board Europe. He organises the leading International Conference on Corporate Governance and Board Leadership which takes place at Henley in October each year. He is an External Examiner for the Institute of Directors' Diploma in Company Direction, and a consultant in Corporate Governance and Corporate Strategy to companies and public organisations in Britain and overseas. His latest book with Philip Stiles is Boards at Work: How Directors View their Roles and Responsibilities (Oxford University Press, 2002).

Research groups / Centres:

His research focuses on business strategy, corporate governance and board leadership - in companies, public and non-profit organisations. In the past two years he has worked with Freudenberg (a German based engineering company) on Strategy, Telecom Italia and Working Links (a Public-private Partnership) on Corporate Governance. His latest research report (with Stephen Lee and Nick Aldridge) is a ground-breaking study: Leading the Professions: the Governance and Direction of Professional Associations, published by the Association of Chief Executives of Voluntary Organisations (acevo) in October, 2005.

Recent Books:

B. Taylor, S. Lee and N. Aldridge (2005) Leading the Professions: The Governance and Direction of Professional Associations. London: The Association of Chief Executives of Voluntary Organisations (acevo).

B. Taylor and D. Hahn (2005) Strategische Unternehmungsplanung - Strategische Unternehmungsfuhrung. Heilelberg, Germany: Springer-Verlag GmbH.

B. Taylor and S. Lee (2005) The Governance of Professional Associations. London: Association of Chief Executives in Voluntary Organisations (ACEVO).

B. Taylor and P. Stiles (2002) Boards at Work: How Directors View Their Roles and Responsibilities. Oxford: Oxford University Press.

Recent Book Sections
B. Taylor (2005) "Royal Dutch Shell": The Overbooking of Reserves. IN H. Thomas (Ed.) Strategic Management:Text and Cases. 2nd ed. Maidenhead: McGraw Hill.

B. Taylor (2005) From Corporate Governance to Corporate Entrepreneurship. IN T. Clarke (Ed.) Contemporary Corporate Governance. London & New York: Routledge.

B. Taylor (2005) Royal Dutch Shell: The Overbooking of Reserves. IN C. Mallin (Ed.) Corporate Governance: A Case Study Approach. Edward Elgar.

B. Taylor (2005) Shellshock: Why do Good Companies do Bad Things? IN C. Mallin (Ed.) Corporate Governance: A Case Study Approach. Oxford: Edward Elgar.

B. Taylor (2004) Making Trustee Boards More Professional (chapter 8). IN ACEVO (Ed.) Rethinking Governance. London: The Association of Chief Executives of Voluntary Organisations (acevo).

Recent Conference Papers
S. Lee. B. Taylor and K. Money (2006) Reconceptualising Public-Private Sector Partnerships: The Working Links Experience, 5th International EABIS Conference, SDA Bocconi, Milan, September 2006

B. Taylor and S. Lee (2005) Leading the Professions: The Governance and Direction of Professional Associations. 8th International Conference on Corporate Governance and Board Leadership. Henley Management College, Oct 2005.

B. Taylor, S. Lee and K. Money (2004) Re-conceptualising Public Private Partnerships: the Working Links Experience. Labour Party Annual Conference. Brighton, September 2004.

B. Taylor, S. Lee and K. Money (2004) Re-conceptualising Public Private Partnerships: the Working Links Experience. 7th International Conference on Corporate Governance and Board Leadership. Henley Management College, October.

B. Taylor (2003) Making Trustee boards more professional: some lessons from company boards. Governance Conference. Hammersmith, 4th Dec 2003.

Recent Journal Articles
B. Taylor (2007) New Shareholder Activists: how can boards create more value? Corporate Governance: An International Review, Vol 15, No 6, November.

V. Dulewicz, K. Gay and B. Taylor (2007) What makes an outstanding chairman? Findings from the UK Non Executive Director of the Year Awards, 2006, Corporate Governance: An International Review, Vol 15 No 6, November.

B. Taylor (2004) A Major Redesign for Boards Corporate Governance International. 130.

B. Taylor (2004) Design for Leadership. Chartered Secretary Magazine.

B. Taylor (2004) Leading the Boardroom Revolution. Corporate Governance: An International Review.

B. Taylor (2003) Board Leadership: Balancing Entrepreneurship and Strategy with Accountability and Control. Corporate Governance: An International Review, July 2003.

B. Taylor (2003) Corporate Governance: the crisis, investors' losses and the decline in public trust. Corporate Governance: An International Review, 11 (3), 155-163.

B. Taylor (2003) Guest Editor: Corporate Governance and Entrepreneurship. Corporate Governance: The International Journal of Business in Society, 3 (2).

B. Taylor (2002) From Corporate Governance to Corporate Entrepreneurship. Journal of Change Management, 2 (4), June.

Recent Reports:

B. Taylor, S. Lee and K. Money (2004) Re-conceptualising Public Private Partnerships: the Working Links Experience. Working Links Ltd.

B. Taylor and S. Lee (2003) Benchmarking the Performance of UK Charities: A New Methodology. Institute of Fundraising.