The impact of board processes on board role performance and effectiveness

2.50
Hdl Handle:
http://hdl.handle.net/2436/297458
Title:
The impact of board processes on board role performance and effectiveness
Authors:
Farquhar, Stuart
Other Titles:
An empirical study of UK listed companies
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:
Nov-2011
URI:
http://hdl.handle.net/2436/297458
Type:
Thesis or dissertation
Language:
en
Appears in Collections:
E-Theses

Full metadata record

DC FieldValue Language
dc.contributor.advisorMachold, Silke Dr.en_GB
dc.contributor.authorFarquhar, Stuarten_GB
dc.date.accessioned2013-08-07T08:45:25Z-
dc.date.available2013-08-07T08:45:25Z-
dc.date.issued2011-11-
dc.identifier.urihttp://hdl.handle.net/2436/297458-
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_GB
dc.language.isoenen
dc.publisherUniversity of Wolverhamptonen
dc.subjectboard processesen_GB
dc.subjectboard effectivenessen_GB
dc.subjectBoardsen_GB
dc.titleThe impact of board processes on board role performance and effectivenessen_GB
dc.title.alternativeAn empirical study of UK listed companiesen_GB
dc.typeThesis or dissertationen
dc.type.qualificationnamePhDen
dc.type.qualificationlevelDoctoralen
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