Beskrivelse
Boards of directors are social entities and therefore social dynamics are key to understand board decision-making. The major theories in corporate governance nonetheless do not account for this social aspect. In this paper, we develop a theoretical model that can capture the social aspect of the interaction between directors on boards. We invoke role theory to stress how the behavior that each director exhibits in the boardroom is strongly dependent on the social roles that s/he has on the board. In turn, these enacted behaviors are not only shaped by the social norms and social dynamics (i.e., scripted behaviors) but also by the director’s own interpretations of what behaviors are associated to such roles. This difference between scripted and enacted behaviors allows for the possibility that directors with the same characteristics and incentives could exhibit unlike behaviors in the boardroom. At the board level, we denote the level of divergence between the scripted and the enacted behaviors “board role-set deviance” and posit that this difference constitutes a fruitful perspective for understanding how the social dynamics in the boardroom affect board effectiveness. We also illustrate how the board characteristics in the form of board composition and board power, influence the relationship between board role-set deviance and board effectiveness.| Periode | 9 jul. 2018 |
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| Begivenhedstitel | The Academy of Management Annual Meeting 2018: Improving Lives |
| Begivenhedstype | Konference |
| Konferencenummer | 78 |
| Arrangør | Academy of Management |
| Placering | Chicago, USA, IllinoisVis på kort |
| Grad af anerkendelse | International |