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Journal of Business Ethics

Erschienen in:

01.11.2013

The Effects of CEO Trustworthiness on Directors’ Monitoring and Resource Provision

verfasst von: Esther B. Del Brio, Toru Yoshikawa, Catherine E. Connelly, Wee Liang Tan

Erschienen in: Journal of Business Ethics | Ausgabe 1/2013

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Abstract

Because of the importance of board members’ resource provision and monitoring, a substantial body of research has been devoted to ascertaining how directors can be incented to perform their responsibilities. We use social exchange theory to empirically examine how board members’ resource provision and monitoring are affected by their perceptions of the CEOs’ trustworthiness. Our findings suggest that board members’ perceptions of the CEO’s ability, benevolence, and integrity have different effects on the board members’ resource provision and monitoring. Our results further suggest that board members’ governance behaviors are moderated by the board’s performance evaluation practices.

Vorheriger Artikel Legitimacy-Seeking Organizational Strategies in Controversial Industries: A Case Study Analysis and a Bidimensional Model

Nächster Artikel How Do Board Size and Occupational Background of Directors Influence Social Performance in For-profit and Non-profit Organizations? Evidence from California Hospitals

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In the United States, the CEO-chair can no longer support a director’s reappointment, due to the Sarbanes–Oxley Act, but they may still facilitate his or her appointment at another board.

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Titel: The Effects of CEO Trustworthiness on Directors’ Monitoring and Resource Provision
verfasst von: Esther B. Del Brio
Toru Yoshikawa
Catherine E. Connelly
Wee Liang Tan
Publikationsdatum: 01.11.2013
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 1/2013
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-012-1575-0

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