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AbstractUsing a behavioural perspective, this chapter presents further knowledge on the conditions in the boardroom that facilitate or hinder the presence of trust. Building on previous studies, a model explaining the hypothesised relationships between trust and its determinants (cognitive conflict, communication efficacy, the perception of board members’ competence, affective conflict, and familiarity), with the moderating effects of board meeting frequency and board tenure, was developed. Based on a survey of UK companies, it was found that the perception of board members’ competence and familiarity are positively related to trust, whereas affective conflict is negatively related to trust. The implication of this finding for board practice is that boards of directors should engage in activities such as training and development that increase directors’ perception of each other’s competencies and why affective conflict should be managed in the boardroom.
CitationOgunseyin, M. A., Farquhar, S. S. and Machold, S. (2019) The determinants of trust in the boardroom, in Gabrielsson, J., Khlif, W. and Yamak, S. (eds) Research Handbook on Boards of Directors. Cheltenham: Edward Elgar Publishers, pp. 49–75 .
PublisherEdward Elgar Publishing
TypeChapter in book
DescriptionThe material cannot be used for any other purpose without further permission of the publisher, and is for private use only.
Series/Report no.Research Handbooks in Business and Management series