Director identities and the role of the board in organizational turnaround

Michael C. Withers, Amy J. Hillman

Research output: Contribution to conferencePaper

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)
DOIs
StatePublished - 2008
Externally publishedYes
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

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    Withers, M. C., & Hillman, A. J. (2008). Director identities and the role of the board in organizational turnaround. Paper presented at 68th Annual Meeting of the Academy of Management, AOM 2008, Anaheim, CA, United States. https://doi.org/10.5465/ambpp.2008.33640675