Réseaux de conseils d’administration et adoption de pratiques de gouvernance d’entreprise

Vecchio, Nathalie Del

doi:10.3166/rfg.202.145-161

Cited by 21 publications

(8 citation statements)

References 19 publications

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“…Henceforth, the board is a place for learning and a provider of cognitive resources (Charreaux and Wirtz, 2007). Del Vecchio (2010) confirms in the French context that board interlocks are a way of acquiring knowledge and skills. She adds that the density 555 Board interlocks and corporate social responsibility of relations and their concentration around a node are key parameters to improve network efficiency.…”

Section: Bod's Involvement In Csrmentioning

confidence: 75%

“…Board interlocks and the adoption of CSR practices. Board interlocks are a privileged channel for knowledge transfer in CSR and could play an important role in the adoption of governance practices (Del Vecchio, 2010). Thus, according to Davis and Greve (1997), changes in governance practices within the board of directors may be due to a process of adaptation to practices observed in other boards on which the directors sit.…”

Section: Bod's Involvement In Csrmentioning

confidence: 99%

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Investigating the relationship between director’s profile, board interlocks and corporate social responsibility

Barka

Dardour

2015

Management Decision

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Purpose – The purpose of this paper is to discuss a research model that presents three metrics of corporate social performance (CSP): board interlocks, director’s profile and corporate social responsibility (CSR). Design/methodology/approach – Based on social network theories, the authors argue the possible relationships between the three variables. The authors conduct the study on 255 directorships in the boards of 20 listed companies in France, which participate in Carbon Disclosure Project (CDP) for 2010. Findings – The results show that director’s background and nationality diversity in the board are the most relevant attributes to discerning firms with high CSR scores. However, the relationship between board interlocks and CSR is not consistent. Some explanations are reported and discussed. Research limitations/implications – The research contributes to recognize the most influential variables in board composition for firms with high CSR scores, although it is based on a conceptual development and an explorative analysis. It could constitute the basis for future research which integrates modeling and multivariate analysis. Practical implications – Diversity in the board could be an effective tool to guide management for more CSR decisions. Social implications – The paper highlights the importance of diversifying the recruitment base when integrating new board members. This implies opening board networks to new profiles, in order to better meet stakeholders’ expectations regarding CSR. Originality/value – The paper contributes to board literature by highlighting the importance of combining individual attributes (director) with corporate ones (board of directors) to better assess the role of board of directors in the adoption of CSR’ practices.

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Section: Bod's Involvement In Csrmentioning

confidence: 75%

Section: Bod's Involvement In Csrmentioning

confidence: 99%

Investigating the relationship between director’s profile, board interlocks and corporate social responsibility

Barka

Dardour

2015

Management Decision

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“…Directors with multiple board seats benefit from broader social networks, which makes these actors valuable resources (De Villiers et al, 2011). Del Vecchio (2010) confirmed that board interlocks are a way for directors to acquire knowledge and skills.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 98%

Environmental attitude in the board. Who are the “green directors”? Evidences from Italy

et al. 2021

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Board members' attitudes towards environmental protection are an important antecedent of how companies define and implement sustainability initiatives, but little is known about directors' attitudes and the factors associated with these. Using survey data on Italian board members, the research sought to explore the relationships between these individual's personal attributes, especially those related to their roles on boards, and their attitudes towards environmental protection. The findings suggest that female directors, directors with financial background, and independent directors are positively related to attitudes towards environmental protection. In the financial sector, younger board members and risk committee members show stronger environmental attitudes. The results could be of interest to policymakers because the board member attributes identified may require a stronger regulatory focus in order to achieve public policy's environmental protection objectives and to governance bodies in terms of defining board committees' composition and selecting “green directors” oriented towards environmental issues.

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“…In addition, social capital theory posits that individuals possess various levels of social capital that they have inherited or acquired, according to their social class, which allows them to access different types of resources and privileges such as recognition, reputation, fame, economic capital, and financial capital (Bourdieu, 2000). Organizations seek after candidates with social networks because they enable economic growth through their connections (Ameer et al , 2010; DelVecchio, 2010) by facilitating access to key resources. Governance practices are thus mechanisms that increase social connections within companies, but always with the aim of creating value, either for individuals or for organizations, or both.…”

Section: Theoretical Foundationsmentioning

confidence: 99%

Political connections, ownership structure and quality of governance

Dicko

2017

IJMF

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In this study, we asked if a link exists between political connections, quality of governance and ownership structure in corporations. We then examined Canadian companies from the 2015 S&P/TSX Composite Index. Our statistical results were mixed. According to the bivariate analyses, being politically connected did not appear to make a significant difference in the quality of corporate governance. Only the shareholder rights index showed a barely significant difference in that connected companies had a higher level of governance risk than other companies. Concentrated ownership companies had more governance risk than nonconcentrated ownership companies on the overall governance index, the board of directors index and the shareholder rights index. When a company was both politically connected and had a concentrated ownership, governance risk was higher than the other companies on the three same indexes mentioned above. The results of the multivariate analyses were reversed.

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Réseaux de conseils d’administration et adoption de pratiques de gouvernance d’entreprise

Cited by 21 publications

References 19 publications

Investigating the relationship between director’s profile, board interlocks and corporate social responsibility

Investigating the relationship between director’s profile, board interlocks and corporate social responsibility

Environmental attitude in the board. Who are the “green directors”? Evidences from Italy

Political connections, ownership structure and quality of governance

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