Director identities and the role of the board in organizational turnaround

Michael C. Withers; Amy J. Hillman

doi:10.5465/ambpp.2008.33640675

Director identities and the role of the board in organizational turnaround

Michael C. Withers, Amy J. Hillman

Management and Entrepreneurship

Research output: Contribution to conference › Paper › peer-review

5 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 language	English (US)
DOIs	https://doi.org/10.5465/ambpp.2008.33640675
State	Published - 2008
Event	68th Annual Meeting of the Academy of Management, AOM 2008 - Anaheim, CA, United States Duration: Aug 8 2008 → Aug 13 2008

Other

Other	68th Annual Meeting of the Academy of Management, AOM 2008
Country/Territory	United States
City	Anaheim, CA
Period	8/8/08 → 8/13/08

Keywords

Board of directors
Director identities
Organizational turnaround

ASJC Scopus subject areas

Management Information Systems
Management of Technology and Innovation

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10.5465/ambpp.2008.33640675

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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.",

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AB - 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.

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KW - Director identities

KW - Organizational turnaround

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ER -

Director identities and the role of the board in organizational turnaround

Abstract

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Keywords

ASJC Scopus subject areas

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