Directors' Multiple Identities, Identification, and Board Monitoring and Resource Provision

Amy J. Hillman (), Gavin Nicholson () and Christine Shropshire ()
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Amy J. Hillman: Department of Management, Arizona State University, Tempe, Arizona 85287
Gavin Nicholson: School of Accounting, Queensland University of Technology, Brisbane, Qld 4001, Australia
Christine Shropshire: Department of Management, University of Georgia, Athens, Georgia 30602

Organization Science, 2008, vol. 19, issue 3, 441-456

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.

Keywords: board of directors; identity; board performance (search for similar items in EconPapers)
Date: 2008
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Citations: View citations in EconPapers (77)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:19:y:2008:i:3:p:441-456

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