Access the full text.
Sign up today, get DeepDyve free for 14 days.
Carolina Bona-Sánchez, Jerónimo Alemán, D. Santana-Martín (2014)
Politically Connected Firms and Earnings Informativeness in the Controlling Versus Minority Shareholders Context: European EvidenceCorporate Governance & Economics eJournal
W. Boeker, J. Goodstein (1991)
Organizational performance and adaptation: effects of environment and performance on changes in board composition.Academy of Management journal. Academy of Management, 34 4
A. Hillman, C. Shropshire, Albert Cannella (2007)
Organizational Predictors of Women on Corporate BoardsAcademy of Management Journal, 50
Y. Kor, C. Sundaramurthy (2008)
Experience-Based Human Capital and Social Capital of Outside DirectorsJournal of Management, 35
Gerald Davis, J. Cobb (2010)
Chapter 2 Resource dependence theory: Past and future, 28
J. Drees, P. Heugens (2012)
Synthesizing and Extending Resource Dependence TheoryJournal of Management, 39
Hsiang‐Lan Chen (2014)
Board Capital, CEO Power and R&D Investment in Electronics FirmsCorporate Governance & Finance eJournal
L. Tihanyi, Richard Johnson, R. Hoskisson, M. Hitt (2003)
Institutional Ownership Differences and International Diversification: The Effects of Boards of Directors and Technological OpportunityAcademy of Management Journal, 46
B. Boyd (1990)
Corporate linkages and organizational environment: A test of the resource dependence modelSouthern Medical Journal, 11
Mike Peng (2004)
Outside directors and firm performance during institutional transitionsSouthern Medical Journal, 25
K. Provan (1980)
Board power and organizational effectiveness among human service agencies.Academy of Management journal. Academy of Management, 23 2
A. Hillman, Albert Cannella, Ramona Paetzold (2000)
The Resource Dependence Role of Corporate Directors: Strategic Adaptation of Board Composition in Response to Environmental ChangeJournal of Management Studies, 37
T. Dalziel, Richard Gentry, Michael Bowerman (2011)
An Integrated Agency-Resource Dependence View of the Influence of Directors' Human and Relational Capital on Firms' R&D SpendingERPN: Labor Economics (Topic)
M. Mizruchi, L. Stearns (2006)
The Conditional Nature of Embeddedness: A Study of Borrowing by Large U.S. Firms, 1973–1994American Sociological Review, 71
C. Sundaramurthy, Kuntara Pukthuanthong, Y. Kor (2014)
Positive and negative synergies between the CEO's and the corporate board's human and social capital: : A study of biotechnology firmsSouthern Medical Journal, 35
Brian Connelly, Jonathan Johnson, L. Tihanyi, Alan Ellstrand (2011)
More Than Adopters: Competing Influences in the Interlocking DirectorateOrgan. Sci., 22
C. Daily, D. Dalton (1994)
Bankruptcy and Corporate Governance: The Impact of Board Composition and StructureAcademy of Management Journal, 37
K. Provan (1980)
Environmental Linkages and Power in Resource-Dependence Relations between Organizations.Administrative Science Quarterly, 25
Academy of Management Journal, 42
A. Hillman (2005)
Politicians on the Board of Directors: Do Connections Affect the Bottom Line?Journal of Management, 31
James Westphal (1999)
Collaboration in the Boardroom: Behavioral and Performance Consequences of CEO-Board Social TiesAcademy of Management Journal, 42
M. Solakoğlu, N. Demir (2016)
The role of firm characteristics on the relationship between gender diversity and firm performanceManagement Decision, 54
Mason Carpenter, James Westphal (2001)
The Strategic Context Of External Network Ties: Examining The Impact Of Director Appointments On Board Involvement In Strategic Decision MakingAcademy of Management Journal, 44
J. Petrović (2008)
Unlocking the role of a board director: a review of the literatureManagement Decision, 46
B. Golden, E. Zajac (2001)
When will boards influence strategy? Inclination × power = strategic changeSouthern Medical Journal, 22
M. Lynall, B. Golden, A. Hillman (2003)
Board Composition from Adolescence to Maturity: A Multitheoretic ViewAcademy of Management Review, 28
Richard Johnson, D. Greening (1999)
The Effects of Corporate Governance and Institutional Ownership Types on Corporate Social PerformanceAcademy of Management Journal, 42
Marne Arthaud‐Day, S. Certo, Catherine Dalton, D. Dalton (2005)
A changing of the guard: executive and director turnover following corporate financial restatementsAcademy of Management Journal, 49
Mark Suchman (1995)
Managing Legitimacy: Strategic and Institutional ApproachesAcademy of Management Review, 20
M. Withers, A. Hillman, Albert Cannella (2012)
A Multidisciplinary Review of the Director Selection LiteratureJournal of Management, 38
Amanda Cowen, J. Marcel (2011)
Damaged Goods: Board Decisions to Dismiss Reputationally Compromised DirectorsAcademy of Management Journal, 54
L. Stearns, M. Mizruchi (1993)
Board Composition and Corporate Financing: The Impact of Financial Institution Representation on BorrowingAcademy of Management Journal, 36
C. Daily, D. Dalton, Albert Cannella (2003)
Corporate Governance: Decades of Dialogue and DataAcademy of Management Review, 28
Toyah Miller, M. Triana (2009)
Demographic Diversity in the Boardroom: Mediators of the Board Diversity - Firm Performance RelationshipLabor: Demographics & Economics of the Family
J. Tian, J. Haleblian, N. Rajagopalan (2011)
The effects of board human and social capital on investor reactions to new CEO selectionSouthern Medical Journal, 32
Scott Johnson, Karen Schnatterly, Joel Bolton, Christopher Tuggle (2011)
Antecedents of New Director Social CapitalCGN: Leadership (Topic)
Scott Johnson, Karen Schnatterly, A. Hill (2013)
Board Composition Beyond IndependenceJournal of Management, 39
(2016)
Toward a value-creating board
Patrice Luoma, J. Goodstein (1999)
Research Notes. Stakeholders and Corporate Boards: Institutional Influences on Board Composition and StructureAcademy of Management Journal, 42
Academy of Management Journal, 23
P. Khanna, Carla Jones, Steven Boivie (2014)
Director Human Capital, Information Processing Demands, and Board EffectivenessJournal of Management, 40
George Kassinis, N. Vafeas (2002)
Corporate boards and outside stakeholders as determinants of environmental litigationSouthern Medical Journal, 23
Ryan Krause, I. Filatotchev, G. Bruton (2016)
When in Rome, Look Like Caesar? Investigating the Link between Demand-side Cultural Power Distance and CEO PowerAcademy of Management Journal, 59
Richard Lester, A. Hillman, Asghar Zardkoohi, Albert Cannella (2008)
FORMER GOVERNMENT OFFICIALS AS OUTSIDE DIRECTORS: THE ROLE OF HUMAN AND SOCIAL CAPITALAcademy of Management Journal, 51
Pamela Haunschild, Christine Beckman (1998)
When Do Interlocks Matter?: Alternate Sources of Information and Interlock InfluenceAdministrative Science Quarterly, 43
A. Hillman, T. Dalziel (2003)
Boards of Directors and Firm Performance: Integrating Agency and Resource Dependence PerspectivesAcademy of Management Review, 28
A. Hillman, M. Withers, B. Collins (2009)
Resource Dependence Theory: A ReviewJournal of Management, 35
Y. Kor, Vilmos Misangyi (2008)
Outside directors' industry‐specific experience and firms' liability of newnessStrategic Management Journal, 29
C. Villiers, Vic Naiker, C. Staden (2011)
The Effect of Board Characteristics on Firm Environmental PerformanceJournal of Management, 37
S. Certo (2003)
Influencing Initial Public Offering Investors with Prestige: Signaling with Board StructuresAcademy of Management Review, 28
Katalin Haynes, A. Hillman (2010)
The effect of board capital and CEO power on strategic changeSouthern Medical Journal, 31
Although resource dependence theory (RDT) has substantially deepened the understanding of the function and role of boards, no systematic review of this body of work has yet been undertaken. The purpose of this paper is to synthesize prior research on the strategically relevant resources provided by board members to their organization in the light of RDT and indicate avenues for future research.Design/methodology/approachThe review covers 79 research articles from 1978 to 2016 dealing with the resource provision of boards of directors.FindingsBoard capital research most often assumes a positive, linear relationship between board capital, resource provision and ultimately firm-level performance outcomes. This tendency tends to exclude from view the possibility of important trade-offs relevant to both theory and practice. Future research will need to incorporate more complex models that take into consideration nonlinear and curvilinear effects. The authors outline opportunities to advance board research by refining the methodological techniques employed.Originality/valueBy recommending investigation of the important trade-offs inherent in board composition, the authors seek to inspire future research that offers practical guidance for improving the effectiveness of corporate boards.
American Journal of Business – Emerald Publishing
Published: Nov 5, 2019
Keywords: Literature review; Resource dependence theory; Boards of directors; Trade-offs; Board capital; Resource provision
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.