Vlerick Leuven Gent Working Paper Series 2007/03 ... - Vlerick Public

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FIGURE 1 Overview of the research framework Board characteristics Board processes Board effectiveness Board Size Board Independence Board Diversity P 1b,2b,3b Cohesiveness P 5 Board Task Performance Control Strategic role role Firm performance P 1a,2a, 3a Debate P 6 P4 Conflict norms 38
APPENDIX 1 Table 1: characteristics differentiating boards as teams Affiliation Interaction Time and information Leaders as members Authority relationships Changing expectations Formality Team size Boards as teams Outside directors may be members of more than one board; this is not their “day job.” Directors spend little time together, making it difficult for them to build working relationships. Limited time and information available to mastering issues of a complex company. Majority of members may be CEOs, who are used to leading, not following. Lines of authority complex and unclear; chairmen/CEOs both lead and report to boards. Difficult to achieve consensus in a climate of unprecedented scrutiny and pressure. Physical setting and social rituals reinforce aura of power and privilege. Average number of members is rather high Typical teams Members work for the same organization. Members spend considerable time together, experience intense personal interaction. Constantly immersed in company’s business. Most members are not accustomed to sitting at the head of the table. Members’ roles on the team often reflect their status in the company. Usually created with a reasonably clear charter –such as completing a project- in mind. High degree of formality is rare, generally reflects the culture of the company. Average number of member is rather low (source: adapted from Nadler et.al., 2006) 39
Page 1 and 2: Vlerick Leuven Gent Working Paper S
Page 3 and 4: ABSTRACT Mainstream research on boa
Page 5 and 6: But up to date, mainstream research
Page 7 and 8: Second, it can be argued that the m
Page 9 and 10: It is often because of their outsta
Page 11 and 12: Agency theorists believe that manag
Page 13 and 14: Several scholars have attempted to
Page 15 and 16: Researchers can operationalize cohe
Page 17 and 18: The problem of developing intense p
Page 19 and 20: However, up to date the concept of
Page 21 and 22: The moderating role of conflict nor
Page 23 and 24: By relying on their specific expert
Page 25 and 26: Fifth, in our model board effective
Page 27 and 28: REFERENCES Amason A.C. (1996). Dist
Page 29 and 30: Daily C.M., Johnson J.L., Dalton D.
Page 31 and 32: Heracleous L. (2000). What is the i
Page 33 and 34: Lynall M.D., Golden B.R., Hillman A
Page 35 and 36: Rosenstein S., Wyatt J.G. (1990). O
Page 37: Westphal J.D., Milton L.P. (2000).

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