The impact of board processes on board role performance and effectiveness: An empirical study of UK listed companies
| dc.contributor.advisor | Machold, Silke Dr. | |
| dc.contributor.author | Farquhar, Stuart Dr | |
| dc.date.accessioned | 2012-02-08T11:14:33Z | |
| dc.date.available | 2012-02-08T11:14:33Z | |
| dc.date.issued | 2011-11-10 | |
| dc.identifier.uri | http://hdl.handle.net/2436/209932 | |
| dc.description | A thesis submitted in partial fulfilment of the requirements of the University of Wolverhampton for the degree of DOCTOR OF PHILOSOPHY | |
| dc.description.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. | |
| dc.language.iso | en | |
| dc.publisher | University of Wolverhampton | |
| dc.subject | Boards, board processes, board effectiveness | |
| dc.title | The impact of board processes on board role performance and effectiveness: An empirical study of UK listed companies | |
| dc.type | Thesis or dissertation | |
| dc.type.qualificationname | PhD | |
| dc.type.qualificationlevel | Doctoral | |
| refterms.dateFOA | 2018-08-21T10:26:11Z | |
| html.description.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. |
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The impact of board processes on board role performance and effectiveness: An empirical study of UK listed companiesIn 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.
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