Director identities and the role of the board in organizational turnaround

Michael C. Withers, Amy Hillman

Research output: Chapter in Book/Report/Conference proceedingConference contribution

3 Scopus citations

Abstract

We develop theory about the role of the boards of directors in organizational turnaround by integrating insights from organizational behavior regarding the effect of individual's multiple identities on behavior. Specifically, we propose the strength of directors' identification with the organization, being a CEO, being a director, shareholders and customers/suppliers will influence the likelihood of organizational turnaround. The influence of directors' multiple identities, however, will influence turnaround differentially across the stages of decline, suggesting implications for changes to board composition that will facilitate turnaround.

Original languageEnglish (US)
Title of host publicationAcademy of Management 2008 Annual Meeting: The Questions We Ask, AOM 2008
StatePublished - 2008
Event68th Annual Meeting of the Academy of Management, AOM 2008 - Anaheim, CA, United States
Duration: Aug 8 2008Aug 13 2008

Other

Other68th Annual Meeting of the Academy of Management, AOM 2008
CountryUnited States
CityAnaheim, CA
Period8/8/088/13/08

Keywords

  • Board of directors
  • Director identities
  • Organizational turnaround

ASJC Scopus subject areas

  • Management Information Systems
  • Management of Technology and Innovation

Fingerprint Dive into the research topics of 'Director identities and the role of the board in organizational turnaround'. Together they form a unique fingerprint.

  • Cite this

    Withers, M. C., & Hillman, A. (2008). Director identities and the role of the board in organizational turnaround. In Academy of Management 2008 Annual Meeting: The Questions We Ask, AOM 2008