We contend that practitioners need to take care not to act on the recommendations
from a single theory in isolation from the others. To address this concern, we provide
a model of board effectiveness that uses the construct of board intellectual capital
to integrate the predominant theories of corporate governance and illustrate how
the board can drive corporate perfoemance. We futher contend that boards that wish
to improve their perfomance need to review their untellectual capital. We conclude
by linking the model to a practitioner-focused framework that identifies four key
areas on which a board must concentrate to develop its intellectual capital.