Are boards designed to fail

Prior work on board effectiveness has mostly focused either on directors’ incentives or motivation  or the ability of directors. Forbes and Milikens' conceptualization of board barriers connects with both of these perspectives. Specifically, they agree with prior research and theory that the motivation of directors as well as their individual knowledge, skills, and abilities should influence board outcomes. However, they also believe that the structural barriers that they have outlined in this article should make it difficult for even the most motivated and most skilled board to monitor effectively.