Weitere Artikel dieser Ausgabe durch Wischen aufrufen
This paper develops an analytical framework to depict the heterogeneity that characterises the role of board chair and demonstrate the potential variability in how chairs operate boards and exercise power and influence on strategy, control and resource related tasks at board level. Theories of power and influence, as applied to top management teams and boards of directors, are explicated within the context of contemporary governance practices that are establishing the role of the board chair as distinct to that of the chief executive officer. Specifically, the paper maps sources of power and varying contemporary chair practices, including chair nomenclature (i.e. executive vs. non-executive chairs), chair origin (insider vs. outsider) and chair time (full-time vs. part-time). A number of theoretical chair-power models emerge from this analysis and are subject to empirical analysis using data collected from 160 chairs of 500 FTSE-listed companies. Theoretically and empirically, the paper complements structural approaches to studying boards with attention to behaviour on boards. By linking board structure, board process and the exercise of influence, the study reveals both differences amongst chairs in how they run the board, but also that chairs’ differ in the influence they exert on board-related tasks. Full-time executive chairs exert their greatest influence in strategy and resource dependence tasks whereas part-time, non-executive chairs seem to exert more influence over monitoring and control tasks.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Brass, D. J., & Burkhardt, M. G. (1993). Potential power and power use: An investigation of structure and behaviour. Academy of Management Journal, 36(3), 441–470. CrossRef
Cadbury, A. (1992). The financial aspects of corporate governance, report of the committee on the financial aspects of corporate governance. London: Gee & Co.
Chatterjee, S., Harrison, J. S., & Bergh, D. D. (2003). Failed takeover attempts, corporate governance and refocusing. Strategic Management Journal, 24, 87–96. CrossRef
Child, J. (1972). Organization structure, environment and performance: The role of strategic choice. Sociology, 6, 1–22. CrossRef
Conyon, M. J. (1994). Corporate governance changes in UK companies between 1998 and 1993. Corporate Governance: An International Review, 2(2), 97–109. CrossRef
Daily, C. M., & Dalton, D. R. (1997). Separate but not independent: Board leadership structure in large corporations. Corporate Governance: An International Review, 5(3), 126–137. CrossRef
Daily, C. M., Dalton, D. R., & Cannella, A. A., Jr. (2003). Corporate governance: Decades of dialogue and data. Academy of Management Review, 28(3), 371–383. CrossRef
Financial Reporting Council. (2003). Combined code on corporate governance. London: Department of Trade and Industry.
Financial Reporting Council. (2006). Combined code on corporate governance. London: Department of Trade and Industry.
Financial Reporting Council. (2008). Combined code on corporate governance. London: Department of Trade and Industry.
Finkelstein, S. (1992). Power in top management teams: Dimensions, measurement, and validation. Academy of Management Journal, 35, 505–538. CrossRef
Finkelstein, S., & D’Aveni, R. A. (1994). CEO duality as a double-edged sword: How boards of directors balance entrenchment avoidance and unity of command. Academy of Management Journal, 37(5), 1079–1108. CrossRef
Finkelstein, S., & Hambrick, D. (1996). Strategic leadership. MN: West: St Paul.
Finkelstein, S., Hambrick, D., & Cannella, A. A., Jr. (2009). Strategic leadership. Oxford: Oxford University Press.
Finkelstein, S., & Mooney, A. C. (2003). Not the usual suspects: How to use board process to make boards better. Academy of Management Executive, 17(2), 101–113.
Forbes, D. P., & Milliken, F. J. (1999). Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Review, 24, 489–505. CrossRef
Gabrielsson, J., Huse, M., & Minichilli, A. (2007). Understanding the leadership role of the board chairperson through a team production approach. International Journal of Leadership Studies, 3(1), 21–39.
Huse, M. (2007). Boards, governance and value creation. Cambridge: Cambridge University Press. CrossRef
Johnson, J. L., Daily, C. M., & Ellstrand, A. E. (1996). Board of directors: A review and research agenda. Journal of Management, 22(3), 409–438. CrossRef
Leblanc, R. (2005). Assessing board leadership. Corporate Governance: An International Review, 13(5), 654–666. CrossRef
Lorsch, J. W., & MacIver, E. (1989). Pawns and potentates: The reality of America’s corporate boards. Boston: Harvard Business School Press.
Mace, M. L. (1971). Directors: Myth and reality. Boston, MA: Harvard University Graduate School of Business Administration.
McNulty, T., & Pettigrew, A. M. (1996). The contribution, power and influence of part-time board members. Corporate Governance: An International Review, 4(2), 160–179. CrossRef
McNulty, T., & Pettigrew, A. M. (1999). Strategists on the board. Organization Studies, 20, 47–74. CrossRef
Owen, G., & Kirchmaier, T. (2008). The changing role of the chairman: Impact of corporate governance reform in the United Kingdom, 1995–2005. European Business Organization Law Review, 9, 187–213.
Pearce, J. A., & Zahra, S. A. (1991). The relative power of CEOs and boards of directors: Associations with corporate performance. Strategic Management Journal, 12, 135–153. CrossRef
Pettigrew, A. M. (1973). The politics of organizational decision-making. London: Tavistock.
Pettigrew, A. M., & McNulty, T. (1995). Power and influence in and around the boardroom. Human Relations, 48, 845–873. CrossRef
Roberts, J. (2002). Building the complementary board: The work of the Plc chairman. Long Range Planning, 35, 493–520. CrossRef
Roberts, J., McNulty, T., & Stiles, P. (2005). Beyond agency conceptions of the work of the non-executive director: Creating accountability in the boardroom. British Journal of Management, 16, S5–S26. CrossRef
Roberts, J., & Stiles, P. (1999). The relationship between chairmen and chief executives: Competitive or complementary roles? Long Range Planning, 32(1), 36–48. CrossRef
Shen, W., & Cannella, A. A., Jr. (2002). Power dynamics with top management and their impacts on CEO dismissal followed by inside succession. Academy of Management Journal, 45, 1195–1206. CrossRef
Udueni, H. (1999). Power dimensions in the board and outside director independence: Evidence from large industrial UK Firms. Corporate Governance: An International Review, 7(1), 62–72. CrossRef
- The role, power and influence of company chairs
- Springer US
Neuer Inhalt/© Stellmach, Neuer Inhalt/© BBL, Neuer Inhalt/© Maturus, Pluta Logo/© Pluta, Neuer Inhalt/© hww, digitale Transformation/© Maksym Yemelyanov | Fotolia