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.
- Board of directors
- Board performance
ASJC Scopus subject areas
- Strategy and Management
- Organizational Behavior and Human Resource Management
- Management of Technology and Innovation