Stay or Leave: Director Identities and Voluntary Exit from the Board During Organizational Crisis

Michael C. Withers (), Kevin G. Corley () and Amy J. Hillman ()
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Michael C. Withers: Mays Business School, Texas A&M University, College Station, Texas 77843
Kevin G. Corley: Department of Management, W. P. Carey School of Business, Arizona State University, Tempe, Arizona 85287
Amy J. Hillman: Department of Management, W. P. Carey School of Business, Arizona State University, Tempe, Arizona 85287

Organization Science, 2012, vol. 23, issue 3, 835-850

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.

Keywords: boards of directors; identity; organizational crisis; director turnover (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (19)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:23:y:2012:i:3:p:835-850

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