Directors' Multiple Identities, Identification, and Board Monitoring and Resource Provision

References

• Adler P. S., Kwon S. Social capital: Prospects for a new concept. Acad. Management Rev. (2002) 29(1):17–40Crossref, Google Scholar
• Arrow K.The Limits of Organization (1974) (Norton, New York) Google Scholar
• Ashforth B.Role Transitions in Organizational Life: An Identity-Based Perspective (2001) (Lawrence Erlbaum, Mahwah, NJ) Google Scholar
• Ashforth B., Humphrey R. Emotional labor in service roles: The influence of identity. Acad. Management Rev. (1993) 18:88–115Crossref, Google Scholar
• Ashforth B., Johnson S., Hogg M., Terry D. Which hat to wear? The relative salience of multiple identities in organizational contexts. Social Identity Processes in Organizational Contexts (2001) (Taylor & Francis Publishing, Philadelphia) 31–48Google Scholar
• Ashforth B., Mael F. Social identity theory and the organization. Acad. Management Rev. (1989) 14:20–39Crossref, Google Scholar
• Ashforth B. E., Mael F. A., Baum J. A. C., Dutton J. E. Organizational identity and strategy as a context for the individual. Advances in Strategic Management (1996) 13(JAI Press, Greenwich, CT) 19–64Google Scholar
• Ashford S. J., Tsui A. S. Self-regulation for managerial effectiveness: The role of active feedback seeking. Acad. Management J. (1991) 34(2):251–280Crossref, Google Scholar
• Bainbridge S. M. Director primacy: The means and ends of corporate governance. Northwestern Univ. Law Rev. (2003) 97(2):547–607Google Scholar
• Balmer J., Greyser S. A. Managing the multiple identities of the organization. California Management Rev. (2002) 44(3):72–86Crossref, Google Scholar
• Barker J., Tompkins P. Identification in the self-managing organization: Characteristics of target and tenure. Human Comm. Res. (1994) 21:223–240Crossref, Google Scholar
• Barnhart S., Marr W., Rosenstein S. Firm performance and board composition: Some new evidence. Managerial Decision Econom. (1994) 15:329–340Crossref, Google Scholar
• Baxt R.Duties and Liabilities of Directors and Officers (2005) 18th ed.(Australian Institute of Company Directors, Sydney, Australia) Google Scholar
• Baysinger B. D., Butler H. N. Corporate governance and the board of directors: Performance effects of changes in board composition. J. Law Econom. Organ. (1985) 1:101–124Google Scholar
• Baysinger B., Hoskisson R. The composition of boards of directors and strategic control. Acad. Management Rev. (1990) 15:72–87Crossref, Google Scholar
• Bazerman M., Schoorman F. A limited rationality model of interlocking directorates. Acad. Management Rev. (1983) 8:206–217Google Scholar
• Berle A., Means G.The Modern Corporation and Private Property (1932) (Macmillan, New York) Google Scholar
• Biddle B. Recent developments in role theory. Annual Rev. Sociol. (1986) 12:67–92Crossref, Google Scholar
• Blau P.Exchange and Power in Social Life (1964) (Wiley, New York) Google Scholar
• Boeker W., Goodstein J. Organizational performance and adaptation: Effects of environment and performance on changes in board composition. Acad. Management J. (1991) 34:805–826Crossref, Google Scholar
• Boyd B. K. CEO duality and firm performance: A contingency model. Strategic Management J. (1995) 16(4):301–312Crossref, Google Scholar
• Burke P. The self: Measurement requirements from an interactionist perspective. Soc. Psych. Quart. (1980) 43:18–29Crossref, Google Scholar
• Burns J. Corporate governance (a special report): The cop on the board: Companies are finding it pays to choose a new kind of director: The former regulator. Wall Street J. (2005) October 17):R8Google Scholar
• Burt R. Cooptive corporate actor networks: A reconsideration of interlocking directorates involving American manufacturing. Admin. Sci. Quart. (1980) 25:557–581Crossref, Google Scholar
• Callero P. Role-identity salience. Soc. Psych. Quart. (1985) 48:203–215Crossref, Google Scholar
• Carpenter M., Westphal J. The strategic context of external network ties: Examining the impact of director appointments on board involvement in strategic decision-making. Acad. Management J. (2001) 44:639–660Crossref, Google Scholar
• Carver J. Does your board need its own dedicated support staff? Nonprofit World (2000) 18(2):6Google Scholar
• Castanias R., Helfat C. Managerial resources and rents. J. Management (1991) 17:115–117Crossref, Google Scholar
• Certo S. T., Daily C. M., Dalton D. R. Signaling firm value through board structure: An investigation of initial public offerings. Entrepreneurship Theory Practice (2001) 26(2):33–51Crossref, Google Scholar
• Clawson D., Neustadtl A. Interlocks, PACs, and corporate conservatism. Amer. J. Sociol. (1989) 94(4):749–773Crossref, Google Scholar
• Conyon M., Peck S. Board control, remuneration committees, and top management compensation. Acad. Management J. (1998) 41:146–157Crossref, Google Scholar
• Daily C. M. Governance patterns in bankruptcy reorganizations. Strategic Management J. (1996) 17:355–375Crossref, Google Scholar
• Daily C. M., Dalton D. Bankruptcy and corporate governance: The impact of board composition and structure. Acad. Management J. (1994) 37:1603–1617Crossref, Google Scholar
• Daily C. M., Dalton D. R. The problem with equity compensation. J. Bus. Strategy (2002) 23(4Crossref, Google Scholar
• Daily C. M., Schwenk C. Chief executive officers, top management teams, and boards of directors: Congruent or countervailing forces? J. Management (1996) 22(2):185–208Google Scholar
• Daily C. M., Certo S. T., Dalton D. R. Pay directors in stock? No. Across Board (1999) 36(10):46Google Scholar
• Daily C. M., Dalton D. R., Cannella A. A. Corporate governance: Decades of dialogue and data. Acad. Management Rev. (2003) 28:371–382Crossref, Google Scholar
• Dalton D., Daily C., Ellstrand A., Johnson J. Meta-analytic review of board composition, leadership structure, and financial performance. Strategic Management J. (1998) 19:269–290Crossref, Google Scholar
• Davis J. H., Schoorman F. D., Donaldson L. Toward a stewardship theory of management. Acad. Management Rev. (1997) 22(1):20–47Crossref, Google Scholar
• Dearborn D. C., Simon H. A. Selective perception: A note on the departmental affiliations of executives. Sociometry (1958) 21:144–150Crossref, Google Scholar
• Donaldson L. The ethereal hand: Organizational economics and management theory. Acad. Management Rev. (1990) 15(3):369–381Crossref, Google Scholar
• Donaldson L., Davis J. H. Stewardship theory or agency theory: CEO governance and shareholder returns. Australian J. Management (1991) 16(1):49–65Crossref, Google Scholar
• Dutton J. E., Duncan R. B. The creation of momentum for change through the process of strategic issue diagnosis. Strategic Management J. (1987) 8:279–295Crossref, Google Scholar
• Dutton J. E., Dukerich J., Harquail C. Organizational imagines and member identification. Admin. Sci. Quart. (1994) 29:239–263Crossref, Google Scholar
• Easterbrook F. H., Fischel D. R.The Economic Structure of Corporate Law (1991) (Harvard University Press, Cambridge, MA) Google Scholar
• Eisenhardt K. Agency theory: An assessment and review. Acad. Management Rev. (1989) 14:57–74Crossref, Google Scholar
• Fama E. F. Agency problems and the theory of the firm. J. Political Econom. (1980) 88:288–307Crossref, Google Scholar
• Fama E., Jensen M. Separation of ownership and control. J. Law Econom. (1983) 26:301–325Crossref, Google Scholar
• Fich E. M. Are some outside directors better than others? Evidence from director appointments by Fortune 1000 firms. J. Bus. (2005) 78(5):1943Crossref, Google Scholar
• Finkelstein S. Power in top management teams: Dimensions, measurement, and validation. Acad. Management J. (1992) 35:505–538Crossref, Google Scholar
• Finkelstein S., Hambrick D. C.Strategic Leadership: Top Executives and Their Effects on Organizations (1996) (West Pub. Co., Minneapolis/St. Paul) Google Scholar
• Fiol C. Revisiting an identity-based view of sustainable competitive advantage. J. Management (2001) 27:691–699Crossref, Google Scholar
• Foreman P., Whetten D. Members' identification with multiple-identity organizations. Organ. Sci. (2002) 13:618–635Link, Google Scholar
• Freeman E.Strategic Management: A Stakeholder Approach (1984) (Pitman Press, Boston) Google Scholar
• Golden B. R., Zajac E. J. When will boards influence strategy? Inclination × power = strategic change. Strategic Management J. (2001) 22(12):1087–1111Crossref, Google Scholar
• Golden-Biddle K., Rao H. Breaches in the boardroom: Organizational identity and conflicts of commitment in a nonprofit organization. Organ. Sci. (1997) 8:593–611Link, Google Scholar
• Goodstein J., Gautam K., Boeker W. The effects of board size and diversity on strategic change. Strategic Management J. (1994) 15:241–250Crossref, Google Scholar
• Greenhaus J. H., Powell G. N. When work and family are allies: A theory of work-family enrichment. Acad. Management Rev. (2006) 31(1):72–92Crossref, Google Scholar
• Hambrick D. C., Mason P. Upper echelons: The organization as a reflection of its top managers. Acad. Management Rev. (1984) 9:193–206Crossref, Google Scholar
• Haunschild P., Beckman C. When do interlocks matter? Alternate sources of information and interlock influence. Admin. Sci. Quart. (1998) 43:815–844Crossref, Google Scholar
• Hillman A., Dalziel T. Boards of directors and firm performance: Integrating agency and resource dependence perspectives. Acad. Management Rev. (2003) 28:383–396Crossref, Google Scholar
• Hitt M. A., Tyler B. B. Strategic decision models: Integrating different perspectives. Strategic Management J. (1991) 12:327–351Crossref, Google Scholar
• Hoelter J. A structural theory of personal consistency. Soc. Psych. Quart. (1985) 48:118–129Crossref, Google Scholar
• Hogg M.The Social Psychology of Group Cohesiveness: From Attraction to Social Identity (1992) (Harvester/Wheatsheaf, London) Google Scholar
• Hogg M., Abrams D.Social Identifications: A Social Psychology of Intergroup Relations and Group Processes (1988) (Routledge, London) Google Scholar
• Hogg M., Terry D., Hogg M., Terry D. Social identity theory and organizational processes. Social Identity Processes in Organizational Contexts (2001) (Taylor and Francis)1–13Google Scholar
• Hogg M., Terry D., White K. A tale of two theories: A critical comparison of identity theory with social identity theory. Soc. Psych. Quart. (1995) 58:255–269Crossref, Google Scholar
• Jensen M. The modern industrial revolution, exit and the failure of internal control systems. J. Finance (1993) 48:831–880Crossref, Google Scholar
• Jensen M., Meckling W. Theory of the firm: Managerial behavior, agency costs and ownership structure. J. Financial Econom. (1976) 3:305–360Crossref, Google Scholar
• Johnson J., Daily C., Ellstrand A. Boards of directors: A review and research agenda. J. Management (1996) 22:409–438Crossref, Google Scholar
• Judge W., Zeithaml C. Institutional and strategic choice perspectives on board involvement in the strategic decision process. Acad. Management J. (1992) 35:755–794Crossref, Google Scholar
• Khatri N., Tsang E. W. K., Begley T. M. Cronyism: A cross-cultural analysis. J. Internat. Bus. Stud. (2006) 37(1):61–75Crossref, Google Scholar
• Kilduff M. R., Day D. V. Do chameleons get ahead? The effects of self-monitoring on managerial careers. Acad. Management J. (1994) 37(4):1047–1060Crossref, Google Scholar
• Kreiner G. E., Hollensbe E. C., Sheep M. L. Where is the “me” among the “we”? Identity work and the search for optimal balance. Acad. Management J. (2006) 49(5):1031–1057Crossref, Google Scholar
• Lawler E.Strategic Pay (1990) (Jossey-Bass, San Francisco) Google Scholar
• Levitt A. The imperial CEO is no more. Wall Street J. (2005) March 17):A16Google Scholar
• Lorsch J., MacIver E.Pawns or Potentates: The Reality of America's Corporate Boards (1989) (Harvard Business School Press, Cambridge, MA) Google Scholar
• Mace M. L.Directors: Myth and Reality (1971) (Harvard University Press, Boston) Google Scholar
• Mael F., Ashforth B. E. Alumni and their alma mater: A partial test of the reformulated model of organizational identification. J. Organ. Behav. (1992) 13(2):103Crossref, Google Scholar
• McCall G., Simmons J.Identities and Interactions (1978) (Free Press, New York) Google Scholar
• McNulty T., Pettigrew A. Strategists on the board. Organ. Stud. (1999) 20(1):47–74Crossref, Google Scholar
• McNulty T., Roberts J., Stiles P. Beyond agency conceptions of the work of the non-executive director: Creating accountability in the boardroom. British J. Management (2005) 16:S5–S26Crossref, Google Scholar
• Michel J. G., Hambrick D. C. Diversification posture and top management team characteristics. Acad. Management J. (1992) 35:9–37Crossref, Google Scholar
• Miller C. C., Burke L. M., Glick W. H. Cognitive diversity among upper-echelon executives: Implications for strategic decision processes. Strategic Management J. (1998) 19(1):39–58Crossref, Google Scholar
• Mizruchi M. S. Similarity of political behavior among large American corporations. Amer. J. Sociol. (1989) 95(2):401Crossref, Google Scholar
• Mizruchi M. S., Stearns L. B. A longitudinal study of the formation of interlocking directorates. Admin. Sci. Quart. (1988) 33:194–210Crossref, Google Scholar
• Mizruchi M., Stearns L. A longitudinal study of borrowing by large American corporations. Admin. Sci. Quart. (1994) 39:118–140Crossref, Google Scholar
• Nahapiet J., Ghoshal S. Social capital, intellectual capital, and the organizational advantage. Acad. Management Rev. (1998) 23:242–266Crossref, Google Scholar
• Ocasio W. Towards an attention-based view of the firm. Strategic Management J. (1997) 18:187–206Crossref, Google Scholar
• Orr J., Middleton D., Edwards D. Sharing knowledge, celebrating identity: Community memory in a service culture. Collective Remembering (1990) (Sage, London) 169–189Google Scholar
• Pearce J. A.. The relationship of internal versus external orientations to financial measures of strategic performance. Strategic Management J. (1983) 4(4):297Crossref, Google Scholar
• Perry T., Peyer U. Board seat accumulation by executives: A shareholder's perspective. J. Finance (2005) 60(4):2083–2123Crossref, Google Scholar
• Pettigrew A. M. On studying managerial elites. Strategic Management J. (1992) 13:163–182Crossref, Google Scholar
• Pettigrew A., McNulty T. Power and influence in and around the boardroom. Human Relations (1995) 48(8):845–874Crossref, Google Scholar
• Pfeffer J. Size and composition of corporate boards of directors: The organization and its environment. Admin. Sci. Quart. (1972) 17:218–229Crossref, Google Scholar
• Pfeffer J., Salancik G.The External Control of Organizations: A Resource-Dependence Perspective (1978) (Harper & Row, New York) Google Scholar
• Pitcher P., Chreim S., Kisfalvi V. CEO succession research: Methodological bridges over troubled waters. Strategic Management J. (2000) 21:625–648Crossref, Google Scholar
• Pratt M. G., Foreman P. O. Classifying managerial responses to multiple organizational identities. Acad. Management Rev. (2000) 25(1):18–42Crossref, Google Scholar
• Rhoades D. L., Rechner P. L., Sundaramurthy C. Board composition and financial performance: A meta-analysis of the influence of outside directors. J. Managerial Issues (2000) 12(1):76Google Scholar
• Riketta M., Nienaber S. Multiple identities and work motivation: The role of perceived compatibility between nested organizational units. British J. Management (2007) 18(S1):S61–S77Crossref, Google Scholar
• Rindova V. What corporate boards have to do with strategy: A cognitive perspective. J. Management Stud. (1999) 36:953–975Crossref, Google Scholar
• Scott C. Identification with multiple targets in a geographically dispersed organization. Management Comm. Quart. (1997) 10:491–522Crossref, Google Scholar
• Scott S., Lane V. A stakeholder approach to organizational identity. Acad. Management Rev. (2000) 25:43–63Crossref, Google Scholar
• Scott C., Corman S., Cheney G. Development of a structural model of identification in the organization. Comm. Theory (1998) 8:298–336Crossref, Google Scholar
• Selznick P.TVA and the Grass Roots: A Study of the Sociology of Formal Organizations (1949) (Harper & Row, New York) Google Scholar
• Shamir B. Calculations, values, and identities: The sources of collectivistic work motivation. Human Relations (1990) 43(4):313–332Crossref, Google Scholar
• Sieber S. Toward a theory of role accumulation. Amer. Sociol. Rev. (1974) 39:567–578Crossref, Google Scholar
• Sonnenfeld J. A. What makes great boards great. Harvard Bus. Rev. (2002) 80:106–113Google Scholar
• Stearns L. B., Mizruchi M. S. Board composition and corporate financing: The impact of financial institution representation on borrowing. Acad. Management J. (1993) 36:603–618Crossref, Google Scholar
• Stiles P. The impact of the board on strategy: An empirical examination. J. Management Stud. (2001) 38(5):627–650Crossref, Google Scholar
• Stryker S. Identity salience and role performance: The importance of symbolic interaction theory for family research. J. Marriage Family (1968) 30:558–564Crossref, Google Scholar
• Stryker S.Symbolic Interactionism: A Social Structural Version (1980) (Benjamin/Cummings, Palo Alto, CA) Google Scholar
• Stryker S., Serpe R., Ickes W., Knowles E. Commitment, identity salience and role behavior. Personality, Roles & Social Behavior (1982) (Springer-Verlag, New York) 199–218Crossref, Google Scholar
• Sutcliffe K. M. What executives notice: Accurate perceptions in top management teams. Acad. Management J. (1994) 37:1360–1378Crossref, Google Scholar
• Tajfel H. Social identity and intergroup behavior. Soc. Sci. Inform. (1974) 13:65–93Crossref, Google Scholar
• Thoits P. Multiple identities and psychological well-being: A reformulation and test of the social isolation hypothesis. Amer. Sociol. Rev. (1983) 48:174–187Crossref, Google Scholar
• van Knippenberg D. Work motivation and performance: A social identity perspective. Appl. Psych.: Internat. Rev. Special Issue (2000) 49(3):357–371Crossref, Google Scholar
• van Knippenberg D., van Schie E. C. M. Foci and correlates of organizational identification. J. Occupational Organ. Psych. (2000) 73:137Crossref, Google Scholar
• Waller M. J., Huber G. P., Glick W. H. Functional background as a determinant of executives' selective perception. Acad. Management J. (1995) 38(4):943–974Crossref, Google Scholar
• Wang J., Dewhirst H. D. Boards of directors and stakeholder orientation. J. Bus. Ethics (1992) 11(2):115–124Crossref, Google Scholar
• Wernerfelt B. A resource-based view of the firm. Strategic Management J. (1984) 5:171–180Crossref, Google Scholar
• Westphal J. Collaboration in the boardroom: Behavioral and performance consequences of CEO-board social ties. Acad. Management J. (1999) 42:7–25Crossref, Google Scholar
• Westphal J. D., Khanna P. Keeping directors in line: Social distancing as a control mechanism in the corporate elite. Admin. Sci. Quart. (2003) 48:361–398Crossref, Google Scholar
• Westphal J. D., Zajac E. J. Who shall govern? CEO/board power, demographic similarity, and new director selection. Admin. Sci. Quart. (1995) 40(1):60–83Crossref, Google Scholar
• Westphal J. D., Zajac E. J. Defections from the inner circle: Social exchange, reciprocity, and the diffusion of board independence in U.S. corporations. Admin. Sci. Quart. (1997) 4:161–183Crossref, Google Scholar
• Williamson O. E. Corporate governance. Yale Law J. (1984) 93:1197–1230Crossref, Google Scholar
• Zahra S., Pearce J. Boards of directors and corporate financial performance: A review and integrative model. J. Management (1989) 15:219–235Crossref, Google Scholar
• Zajac E. J., Westphal J. D. Who shall rule after a CEO succession? The likelihood and direction of changes in CEO characteristics. Admin. Sci. Quart. (1996) 41(3):507–529Crossref, Google Scholar