The Strategic Context of External Network Ties: Examining the Impact of Director Appointments on Board Involvement in Strategic Decision Making.

Carpenter, Mason A.; Westphal, James D.

doi:10.2307/3069408

Cited by 933 publications

(629 citation statements)

References 92 publications

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“…This finding confirmed Ingley and Van der Walt (2001) study, which stated that level of educational qualification will function as a strategic resource. It will also act as a mix of diverse characteristics that help in executing the governance function (Carpenter & Westphal, 2001). Therefore, our findings translating into three theoretical propositions…”

Section: Discussion Of Findings and Theoretical Propositionsmentioning

confidence: 99%

Integrating Corporate Social Responsibility (CSR) into Corporate Governance Structure: The Effect of Board Diversity and Roles-A Case Study of Saudi Arabia

Alshareef¹,

Sandhu²

2015

IJBM

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Research Purpose: the purpose of this paper is to determine the board diversity characteristics that affects on board roles in order to improve the integration of Corporate Social Responsibility (CSR) into Corporate Governance (CG) structure. This objective has been achieved by reviewing (CG) and (CSR) literature, and surveying various deliberations on offer at the first; second, by examining how the board diversity characteristics effect on their roles towards the adoption of CSR within case study context of two companies operating in Saudi Arabia. A qualitative case study was adopted by conducting in-depth interviews with participants at various levels of board and management in the two Saudi companies. The findings suggested that board diversity characteristics are an essential to improve the effectiveness of board roles (monitoring, services and strategic) towards the integration of CSR in to governance structure. Based on the findings, three theoretical propositions have been developed to assist and direct further research on the topic. These findings are important and motivating; indicating that recent concern of reforming CG Codes in emerging countries is starting to be balanced by some notice/attention to CSR, with growing of board of directors' role in protecting stakeholders. This paper makes two important contributions. First, it contributes to our understanding of board diversity characteristics and roles that improve CG codes in the context of engaging with stakeholders. Second, the paper develop a number of theoretical propositions that can assist as the foundation for future research on this issue, particularly in emerging countries, given that the data and propositions are derived from emerging country settings. This study highlights the need for enhancing election criteria when it comes to appointing BODs, especially in the case of an organisational shift towards a socially responsible business. The implications for policy makers can be found in the need for regulatory and judicial systems' capacity improvements to enhance institutional pressures to increase CSR adoption rate via coercive and normative methods.

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Section: Discussion Of Findings and Theoretical Propositionsmentioning

confidence: 99%

Integrating Corporate Social Responsibility (CSR) into Corporate Governance Structure: The Effect of Board Diversity and Roles-A Case Study of Saudi Arabia

Alshareef¹,

Sandhu²

2015

IJBM

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“…Prior studies also have shown that board of director networks play a major role to provide an important source of information (Horton et al, 2012;Chenhall, Hall & Smith, 2010;Carpenter & Westphal, 2001). Eventually, this will support the company's strategic decisions and control direction (Durbach & Parker, 2009) and enhance the board's advising role (Stuart & Yim, 2010).…”

Section: Related Literaturementioning

confidence: 99%

“…This will damage prospects in the labour market for directors and managers (Carpenter & Westphal, 2001). Thus, the selection for competence directors is essential for companies in order to succeed.…”

Section: Related Literaturementioning

confidence: 99%

Corporate Governance, Institutional Characteristics, and Director Networks in Malaysia

Jamaludin¹,

Hashim²

2018

AAMJAF

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“…Social capital can be defined as a sum of actual and potential resources that are available through a person's relationships with others (Nahapiet & Ghoshal, 1998). The human and social capitals that directors bring to an organization can influence strategic decisions of the organization (Carpenter & Westphal, 2001;Jensen & Zajac, 2004).…”

Section: Board Of Directors As An Integration Mechanismmentioning

confidence: 99%

“…The human capital of an organization can be enhanced by appointing outside directors (Bailey & Helfat, 2003;Carpenter & Westphal, 2001). Outside directors have distinct experiences in different fields.…”

Section: Number Of Outside Directorsmentioning

confidence: 99%

Roles of Board of Directors in Organizational Ambidexterity

Kang

2014

JMS

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Organization theory scholars have identified diverse antecedents to organizational ambidexterity including structure, context, and leadership characteristics. Each antecedent has been conceptualized as an alternative solution to organizational ambidexterity. This study argues that these distinct antecedents can have complementary effects on organizational ambidexterity. Differentiation mechanisms can generate new ideas, which are necessary for change and adaptation. Integration mechanisms make it possible to reconcile and address trade-offs and contradictions to achieve organizational ambidexterity. The aim of this research is to examine the interaction effect of these two distinct mechanisms on organizational ambidexterity in restaurant chain industry. Drawing on franchising and corporate governance literature, this paper proposes that the adoption of the franchising system can work as a differentiation mechanism and board of directors can be an integration mechanism. The results show when the number of outside directors and the average tenure of directors are combined with the adoption of the franchising system, chain performance increases.

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The Strategic Context of External Network Ties: Examining the Impact of Director Appointments on Board Involvement in Strategic Decision Making.

Cited by 933 publications

References 92 publications

Integrating Corporate Social Responsibility (CSR) into Corporate Governance Structure: The Effect of Board Diversity and Roles-A Case Study of Saudi Arabia

Integrating Corporate Social Responsibility (CSR) into Corporate Governance Structure: The Effect of Board Diversity and Roles-A Case Study of Saudi Arabia

Corporate Governance, Institutional Characteristics, and Director Networks in Malaysia

Roles of Board of Directors in Organizational Ambidexterity

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