Effective board behavior in The Netherlands

Ees, van Hans; Laan, G. van der; Postma, T.J.B.M.

doi:10.1016/j.emj.2008.01.002

Cited by 72 publications

(62 citation statements)

References 45 publications

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“…Harmonious relations between boards and CEOs, therefore, do not always signal high board task performance. This is in line with earlier research that found that board members being overly trusting of CEOs leads to 'cognitive blindness' (Van Ees et al 2008), and with research that found that challenging and questioning executives to account for their conduct is the most effective means of intervention and influence by non-executives (Roberts et al 2005: S19).…”

Section: Conflict In the Boardroomsupporting

confidence: 82%

“…The first step would be to integrate variables that are known to play a role in board dynamics as well, such as board diversity (Dobbin and Jung 2011;Miller and del Carmen Triana 2009;Olson et al 2007), the use of knowledge and skills, effort norms (Forbes and Milliken 1999), and trust (Van Ees et al 2008). Moreover, the findings we presented here are restricted to one institutional and legal setting that makes use of a two-tier governance system.…”

Section: An Extended Model Of Conflict In the Boardroommentioning

confidence: 96%

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Conflict in the boardroom: a participant observation study of supervisory board dynamics

Heemskerk

Wats³

2016

J Manag Gov

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We develop a conflict-oriented model of board task performance and argue that a common framework, that is, a shared understanding of its role, helps boards to perform well. Conflict is the mediating effect through which this plays out. We posit that a common framework increases board task performance because it reduces intragroup relationship conflicts, increases task conflicts within the board, and reduces conflicts in the relationship between board and CEO. We explore the model through a comparative participant observation study of 11 supervisory boards in action. The results show that while low levels of relationship conflict are typically considered a sign of a well-functioning board, the avoidance of relationship conflict negatively impacts board task performance and may lead to 'cognitive blindness'. Boards of directors should manage-rather than avoid-relationship conflict. Based on our findings, we suggest an extended model of conflict in boards that takes into account the negative effect of conflict avoidance.

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Section: Conflict In the Boardroomsupporting

confidence: 82%

Section: An Extended Model Of Conflict In the Boardroommentioning

confidence: 96%

Conflict in the boardroom: a participant observation study of supervisory board dynamics

Heemskerk

Wats³

2016

J Manag Gov

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“…Many scholars have therefore argued that there is no other way to analyze this proposition than to focus on actual decision-making behavior and the underlying behavioral processes of boards (Huse, 1998;Pye and Pettigrew, 2005). Although research on these issues can be characterized as highly eclectic, some studies have employed theories and concepts from the fields of cognition and small group decision making (Forbes and Milliken, 1999;Rindova, 1999;Gabrielsson and Winlund, 2000;Huse, Minichilli and Schøning, 2005;van Ees, van der Laan and Postma, 2008). Another feature of research in this stream is the influence of director competency, experience, and knowledge on effective board functioning and the making and shaping of strategic decisions (Westphal and Fredrickson, 2001;Zahra and Filatotchev, 2004;Kula and Tatogly, 2006).…”

Section: Decisionsmentioning

confidence: 99%

Toward a Behavioral Theory of Boards and Corporate Governance

Ees¹,

Gabrielsson²,

Huse³

2009

Corporate Governance

Self Cite

280

227

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Manuscript Type: Review Research Question/Issue: A coherent alternative to an economic approach of corporate governance is missing. In this paper we take steps towards developing a behavioral theory of boards and corporate governance. Research Findings/Results: Building upon concepts such as political bargaining, routinization of decision making, satisficing, and problemistic search, a behavioral theory of boards and corporate governance will focus more on (1) interactions and processes inside and outside the boardroom; (2) the fact that decision making is made by coalitions of actors and objectives are results of political bargaining; and (3) the notion that not only conflicting, but also cooperating, interests are parts of the boards' decision making and control over firm resources. Theoretical Implications: The consequences are a new research agenda for boards and corporate governance. The agenda will focus on actual instead of stylized descriptions of board behavior. In a behavioral perspective the emphasis on problems of coordination, exploration, and knowledge creation may dominate over problems of conflict of interest, exploitation, and the distribution of value. A future research agenda based on a behavioral framework calls for novel and adventurous research designs. Practical Implications: A behavioral theory of boards and corporate governance will be closer to actual board behavior than the traditional economic approach and research about boards and corporate governance may thus become more actionable for practitioners.

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“…The advantage of this survey data is that many of the concepts and the methods are used and validated in studies across Europe (e.g. Minichilli and Hansen, 2007;Pugliese and Wenstøp, 2007;van den Heuvel, van Gils and Voordeckers, 2006;van Ees, van der Laan and Postma, 2008;Zattoni and Zona, 2007). The questions in these surveys were developed in English and translated for specific countries.…”

Section: Data Setmentioning

confidence: 99%

Women and Employee-Elected Board Members, and Their Contributions to Board Control Tasks

2009

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We present results from a study about women and employee-elected board members, and fill some of the gaps in the literature about their contribution to board effectiveness. The empirical data is from a unique data set of Norwegian firms. Board effectiveness is evaluated in relation to board control tasks including board CSR involvement. We found that the contributions of women and employee-elected board members varied depending on the board tasks studied. In the article we also explored the effects of the esteem of the women and employee-elected board members, and we used creative discussions in the boardroom as a mediating variable. Previous board research, including research about women and employeeelected directors, questions if the board members contribute to board effectiveness. The main message from this study is that it may be more important to ask how, rather than if, women and employee-elected board members contribute, and we need to open the black box of actual board behavior to explore how they may contribute.

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Effective board behavior in The Netherlands

Cited by 72 publications

References 45 publications

Conflict in the boardroom: a participant observation study of supervisory board dynamics

Conflict in the boardroom: a participant observation study of supervisory board dynamics

Toward a Behavioral Theory of Boards and Corporate Governance

Women and Employee-Elected Board Members, and Their Contributions to Board Control Tasks

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