This paper relies on a "trinity of menetypes" of group knowing which captures the
essential decision-making dynamics of board membership. Formal, corporate decision-making
processes require higher commitments of time and cognitive energy of directors -
certainly, the requirement is of non-executive directors to make more formal contributions
to the "political" process that determines corporate commitment to appropriate courses
of action. There is a fundamental shift from "managerialism" to "politicism" in the
corporate dynamics of organization - a shift in "menetype" driving governance dynamics.
This wholesale shift in orientation has accentuated personal and group values as
key determinants of corporate efficacy. The paper proposes structural reforms to
corporate/agency governance conventions, including a greater focus on performance
and strategy, greater independence of more effective and extensive audit processes
and a greater transparency in the nomination and remuneration of top-executive appointments.