Stay or leave: Director identities and voluntary exit from the board during organizational crisis

Michael C. Withers, Kevin Corley, Amy Hillman

Research output: Contribution to journalArticle

34 Citations (Scopus)

Abstract

Directors may play their most important role during organizational crisis; however, extant research suggests that they are often more willing to exit than remain on the board of a firm facing a crisis. We develop theory regarding directors' voluntary exit by integrating insights from identity theories with the organizational crises literature. Specifically, we model how directors' individual, relational, and collective identities work sometimes in concert and other times in opposition to each other to influence directors' voluntary decisions to remain on or exit from a board facing an organizational crisis.

Original languageEnglish (US)
Pages (from-to)835-850
Number of pages16
JournalOrganization Science
Volume23
Issue number3
DOIs
StatePublished - May 2012

Fingerprint

Organizational crisis
Exit
Collective identity
Identity work
Identity theory

Keywords

  • Boards of directors
  • Director turnover
  • Identity
  • Organizational crisis

ASJC Scopus subject areas

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

Cite this

Stay or leave : Director identities and voluntary exit from the board during organizational crisis. / Withers, Michael C.; Corley, Kevin; Hillman, Amy.

In: Organization Science, Vol. 23, No. 3, 05.2012, p. 835-850.

Research output: Contribution to journalArticle

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