Directors' multiple identities, identification, and board monitoring and resource provision

Research output: Contribution to journalArticle

137 Citations (Scopus)

Abstract

Scholars and practitioners are interested in board effectiveness, yet we know relatively little about directors' engagement in the boardroom. We integrate identity theory and social identity theory research with literature on board monitoring and resource provision to model how directors' multiple identities affect their behavior. We propose that directors' strength of identification with multiple identities affects the extent to which they engage in monitoring and resource provision. We discuss implications for corporate governance research and practice.

Original languageEnglish (US)
Pages (from-to)441-456
Number of pages16
JournalOrganization Science
Volume19
Issue number3
DOIs
StatePublished - May 2008

Fingerprint

Monitoring
Resources
Multiple identities
Corporate governance
Social identity theory
Board effectiveness
Identity theory

Keywords

  • Board of directors
  • Board performance
  • Identity

ASJC Scopus subject areas

  • Management of Technology and Innovation
  • Strategy and Management
  • Organizational Behavior and Human Resource Management

Cite this

Directors' multiple identities, identification, and board monitoring and resource provision. / Hillman, Amy; Nicholson, Gavin; Shropshire, Christine.

In: Organization Science, Vol. 19, No. 3, 05.2008, p. 441-456.

Research output: Contribution to journalArticle

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