Editors
Gabrielsson, JonasKhlif, Wafa
Yamak, Sibel
Issue Date
2019-07-26
Metadata
Show full item recordAbstract
Using 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.Citation
Ogunseyin, 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 .Publisher
Edward Elgar PublishingType
Chapter in bookLanguage
enDescription
The 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 seriesISBN
9781786439741ae974a485f413a2113503eed53cd6c53
10.4337/9781786439758.00011