The impact of board processes on board role performance and effectiveness: An empirical study of UK listed companies

2.50
Hdl Handle:
http://hdl.handle.net/2436/209932
Title:
The impact of board processes on board role performance and effectiveness: An empirical study of UK listed companies
Authors:
Farquhar, Stuart Dr
Abstract:
In this research the impact of board governance orientation and board processes on board role performance and board effectiveness is examined. Building on existing literature, a model that relates board governance orientation (agency, stakeholder, stewardship and resource dependency) and board processes (cohesiveness, cognitive conflict, affective conflict, communication quality, effort norms, trust and the use of knowledge & skills) to board effectiveness via three mediating variables, board control role, board service role, and board strategy role is developed. The model was tested through a survey of listed companies in the UK. The results are based on 74 companies. The findings show (a) the board undertakes two distinct roles, control and service; (b) process variables, most notably cognitive conflict and the use of knowledge & skills, significantly influence board effectiveness mediated by the board’s control and/or service role; (c) structural variables, specifically the proportion of outsiders on the board, impacts on the board control role; (d) understanding board effectiveness requires a multitheoretic perspective.
Advisors:
Machold, Silke Dr.
Publisher:
University of Wolverhampton
Issue Date:
10-Nov-2011
URI:
http://hdl.handle.net/2436/209932
Type:
Thesis or dissertation
Language:
en
Description:
A thesis submitted in partial fulfilment of the requirements of the University of Wolverhampton for the degree of DOCTOR OF PHILOSOPHY
Appears in Collections:
E-Theses

Full metadata record

DC FieldValue Language
dc.contributor.advisorMachold, Silke Dr.en
dc.contributor.authorFarquhar, Stuart Dren
dc.date.accessioned2012-02-08T11:14:33Z-
dc.date.available2012-02-08T11:14:33Z-
dc.date.issued2011-11-10-
dc.identifier.urihttp://hdl.handle.net/2436/209932-
dc.descriptionA thesis submitted in partial fulfilment of the requirements of the University of Wolverhampton for the degree of DOCTOR OF PHILOSOPHYen
dc.description.abstractIn this research the impact of board governance orientation and board processes on board role performance and board effectiveness is examined. Building on existing literature, a model that relates board governance orientation (agency, stakeholder, stewardship and resource dependency) and board processes (cohesiveness, cognitive conflict, affective conflict, communication quality, effort norms, trust and the use of knowledge & skills) to board effectiveness via three mediating variables, board control role, board service role, and board strategy role is developed. The model was tested through a survey of listed companies in the UK. The results are based on 74 companies. The findings show (a) the board undertakes two distinct roles, control and service; (b) process variables, most notably cognitive conflict and the use of knowledge & skills, significantly influence board effectiveness mediated by the board’s control and/or service role; (c) structural variables, specifically the proportion of outsiders on the board, impacts on the board control role; (d) understanding board effectiveness requires a multitheoretic perspective.en
dc.language.isoenen
dc.publisherUniversity of Wolverhamptonen
dc.subjectBoards, board processes, board effectivenessen
dc.titleThe impact of board processes on board role performance and effectiveness: An empirical study of UK listed companiesen
dc.typeThesis or dissertationen
dc.type.qualificationnamePhDen
dc.type.qualificationlevelDoctoralen
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