Three conceptual models of board role performance

Three conceptual models of board role performance Purpose – Past literature on board research has centred on board structure and firm performance. Since empirical studies do not reveal a conclusive relationship between the two, attention has shifted towards board role performance. This paper aims to investigate this issue. Design/methodology/approach – The paper examines three conceptual models for the studying of board role performance: structure, process, and mediation. Findings – Current literature provides little consensus as to the specific configuration for effective board role performance. Originality/value – First, the study examines various aspects of board role performance. This is in contrast with previous research which largely investigates board role performance in general or under the dominant agency perspective which emphasises the board's monitoring role. Second, unlike traditional governance models, the role of board process is explicitly advocated here. Third, the three conceptual models regarding the relationship among board structure, process and performance give an alternative avenue for researchers to explain inconsistencies in past board research. They complement the growing interest in opening up the “black‐box” of decision making that has been manifested in studies involving top management teams. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Corporate Governance Emerald Publishing

Three conceptual models of board role performance

Corporate Governance, Volume 8 (3): 13 – Jun 13, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1472-0701
DOI
10.1108/14720700810879196
Publisher site
See Article on Publisher Site

Abstract

Purpose – Past literature on board research has centred on board structure and firm performance. Since empirical studies do not reveal a conclusive relationship between the two, attention has shifted towards board role performance. This paper aims to investigate this issue. Design/methodology/approach – The paper examines three conceptual models for the studying of board role performance: structure, process, and mediation. Findings – Current literature provides little consensus as to the specific configuration for effective board role performance. Originality/value – First, the study examines various aspects of board role performance. This is in contrast with previous research which largely investigates board role performance in general or under the dominant agency perspective which emphasises the board's monitoring role. Second, unlike traditional governance models, the role of board process is explicitly advocated here. Third, the three conceptual models regarding the relationship among board structure, process and performance give an alternative avenue for researchers to explain inconsistencies in past board research. They complement the growing interest in opening up the “black‐box” of decision making that has been manifested in studies involving top management teams.

Journal

Corporate GovernanceEmerald Publishing

Published: Jun 13, 2008

Keywords: Board of Directors; Management roles; Performance management

References

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