This thesis is an attempt to highlight the impact of conflict on the dynamics of the board. This was possible by observing more closely this research area usually characterized by its opacity and hermeticism. Thus, a case study approach was advocated.It was possible to show that the board of directors is a dynamic and evolving governance instrument even when the goals of the individual or individuals who dominate the board focus on one role or, at best, two. Thus, it was possible to demonstrate that conflicts are likely to modify the configuration of the roles of the board. However, contrary to what has been suggested, no change of the dominant role was verified among the six cases studied. We can then conclude that the conflict, even if affecting the dynamics of the board, do not necessarily lead to a reconfiguration of roles or a change in the dominant role. In addition, we considered the role of mediation as an independent role played by the board of directors (van Ees et al., 2009).
