Towards a dynamic theory of boards: An organisational life cycle approach

2009 ◽  
Vol 15 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Ingrid Bonn ◽  
Andrew Pettigrew
Keyword(s):  
Decision Making ◽  
Life Cycle ◽  
Boards Of Directors ◽  
Resource Dependence ◽  
Resource Dependence Theory ◽  
Strategic Decision ◽  
Life Cycle Approach ◽  
List Type ◽  
Comprehensive Theory ◽  
Dependence Theory

AbstractWe propose a research agenda that can assist in developing a dynamic and comprehensive theory of boards of directors. It is based upon the concept of temporality, with time being organised around the life-cycle metaphor, and integrates research on agency theory, decision-making theory and resource dependence theory. We identify three key roles of boards of directors:1.monitoring and controlling top management;2.involvement in strategic decision-making; and3.providing access to resources and networks.Our analysis suggests that boards perform all three roles, but that these roles change over time. We propose clear researchable questions for each stage of the organisational life cycle as well as the transition between the stages.

Towards a dynamic theory of boards: An organisational life cycle approach

2009 ◽  
Vol 15 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Ingrid Bonn ◽  
Andrew Pettigrew
Keyword(s):  
Decision Making ◽  
Life Cycle ◽  
Boards Of Directors ◽  
Resource Dependence ◽  
Resource Dependence Theory ◽  
Strategic Decision ◽  
Life Cycle Approach ◽  
List Type ◽  
Comprehensive Theory ◽  
Dependence Theory

AbstractWe propose a research agenda that can assist in developing a dynamic and comprehensive theory of boards of directors. It is based upon the concept of temporality, with time being organised around the life-cycle metaphor, and integrates research on agency theory, decision-making theory and resource dependence theory. We identify three key roles of boards of directors:1.monitoring and controlling top management;2.involvement in strategic decision-making; and3.providing access to resources and networks.Our analysis suggests that boards perform all three roles, but that these roles change over time. We propose clear researchable questions for each stage of the organisational life cycle as well as the transition between the stages.

scholarly journals The Impact of Politically Connected CEOs and Boards of Directors on Firm Performance: A Study of Vietnamese Family and Nonfamily Firms

2021 ◽  
pp. 104225872098547
Author(s):  
Trung Quang Dinh ◽  
Andrea Calabrò ◽  
Giovanna Campopiano ◽  
Rodrigo Basco
Keyword(s):  
Boards Of Directors ◽  
Resource Dependence ◽  
Family Firms ◽  
Institutional Economics ◽  
Resource Dependence Theory ◽  
New Institutional Economics ◽  
Political Connection ◽  
Dependence Theory ◽  
Family Leadership ◽  
The Impact

Integrating new institutional economics and resource dependence theory, this study investigates whether in transition economies, characterized by shifting from centrally commanded to more market-oriented economies, there are performance differences among family firms (FFs), nonfamily firms (non-FFs), and former state-owned enterprises (former SOEs), and whether political connections affect these differences. Our findings suggest that FFs outperform non-FFs and former SOEs, unless non-FFs have politically connected CEOs. The performance gap in favor of FFs increases at high levels of board political connection intensity. Among FFs, the top-performing ones either promote nonfamily leadership or combine family leadership with politically connected boards of directors.

CSR in multiple environments: the impact of headquartering

2014 ◽  
Vol 10 (3) ◽  
pp. 124-151 ◽  
Author(s):  
Ralf Barkemeyer ◽  
Frank Figge
Keyword(s):  
Decision Making ◽  
International Business ◽  
Resource Dependence ◽  
Resource Dependence Theory ◽  
Organizational Legitimacy ◽  
Strategic Decision ◽  
Content Type ◽  
Corporate Social ◽  
Global And Local ◽  
The Impact

Purpose – This paper aims to argue that the on-going professionalization and dissemination of the current wave of corporate social responsibility (CSR) concepts and instruments leads to a headquartering effect, i.e. the concentration of CSR-related decision-making within corporate headquarters. This headquartering effect casts doubt on earlier studies suggesting that the “transnational” or “glocal” model can effectively address the multitude of global and local CSR challenges modern multinational companies (MNCs) face. Design/methodology/approach – This conceptual paper uses a stakeholder lens, in turn, drawing from resource dependence theory and organizational legitimacy theory to develop under which conditions claims of Southern stakeholders will be considered by Northern MNCs. It provides evidence for the existence of a headquartering effect as a defining characteristic of mainstream CSR approaches. Findings – The authors argue that the increasing professionalization and dissemination of mainstream CSR approaches among MNCs reinforce the headquartering effect, with strategic decision-making increasingly confined to the companies’ headquarters, while the scope of action within the subsidiaries and the supply chain of MNCs becomes increasingly restricted over time. Ultimately, this headquartering effect strengthens a Northern CSR/sustainability agenda and fails to empower developing country stakeholders. Originality/value – The paper contributes by exploring how international CSR follows a different underlying rationale than international business. While international business research follows an instrumental perspective, international CSR is driven by both instrumental and normative considerations. Thus, international business theories may not be directly applicable to international CSR contexts.

scholarly journals Resource based view and resource dependence theory in decision making process of public organisation - research fi ndings

Management ◽  
2012 ◽  
Vol 16 (2) ◽  
pp. 16-29 ◽  
Author(s):  
Aldona Frączkiewicz-Wronka ◽  
Karolina Szymaniec
Keyword(s):  
Decision Making ◽  
Resource Dependence ◽  
Resource Dependence Theory ◽  
Decision Making Process ◽  
Resource Based View ◽  
The Public ◽  
Dependence Theory ◽  
Research Findings ◽  
Public Organisation ◽  
Public Organisations

AbstractResource based view and resource dependence theory in decision making process of public organisation - research findings One of the premises which build relationships between stakeholder and a public organisation are stakeholder’s resources which public organisation would like to possess and use. The other one is configuration of resources possessed by the public organisation that should allow the unit in question to realize stakeholder’s expectations.Above observations lead scientific inquiries to the two management theories - resource-based view (RBV) and resource dependence theory (RDT). The first one is orientated at resources owned by the organisation, the second one is orientated at the resources obtained from environment. The objective of this article is identification which orientation, RBV or RDT, dominates in decision making process in public organisations.

The postentry performance of business groups’ new venture affiliates

2018 ◽  
Vol 44 (2) ◽  
pp. 325-343
Author(s):  
Chien-Nan Chen ◽  
Chengli Tien ◽  
Bernard Gan
Keyword(s):  
Decision Making ◽  
Firm Performance ◽  
Resource Dependence ◽  
Business Groups ◽  
Relative Size ◽  
Resource Dependence Theory ◽  
Jel Classification ◽  
New Venture ◽  
Return On Equity ◽  
Dependence Theory

Using resource dependence theory, this study examines the determinants of firm performance among business groups’ new venture affiliates using a sample of 1512 new venture affiliates associated with 104 large-sized business groups in Taiwan. The empirical findings reveal that improved affiliate postentry performance is linked to the relative size of a business group’s new venture affiliate and the level of autonomy inherent in decision-making. Furthermore, when the product market of a new venture affiliate is resource-related to its affiliated business group’s main business, this affiliate may benefit from resource relatedness with an improved return on equity. JEL Classification: M10, M16, M38

scholarly journals Boards of directors and firms’ environmental proactivity

2017 ◽  
Vol 1 (1) ◽  
pp. 52-64 ◽  
Author(s):  
Francesco Calza ◽  
Giorgia Profumo ◽  
Ilaria Tutore
Keyword(s):  
Boards Of Directors ◽  
Resource Dependence ◽  
Explanatory Power ◽  
Resource Dependence Theory ◽  
Board Members ◽  
Board Structure ◽  
Linear Regression Models ◽  
Dependence Theory ◽  
Industry Choice ◽  
The Relationship

The present paper advances knowledge on the antecedents of firms’ environmental proactivity, assessing the explanatory power of corporate governance issues. In particular, our aim is to explore the relationship between board structure and firms’ proactive environmental strategies, within the agency theory and resource dependence theory frameworks, in order to outline if particular types of board members could represent a stimulating driver for firms’ environmental proactivity. The theoretical analysis is completed by an empirical investigation, performed by two linear regression models, on a sample of European firms, belonging to different polluting industries that were included in the Carbon Disclosure Project questionnaire 2014. The industry choice is related to the increasing pressure for better environmental performance that polluting industries are nowadays experiencing because of stakeholders and legislation requests. The results show that board structure and composition matters in firms’ environmental proactivity and have implications for managers, shareholders, and regulators who are interested in influencing firms’ environmental proactivity.

Does it pay to bribe? The influence of bribery on new venture disbanding in China

2021 ◽  
Vol 46 (3) ◽  
pp. 185-196
Author(s):  
Jintong Tang ◽  
Zhi Tang
Keyword(s):  
Economic Development ◽  
Resource Dependence ◽  
Local Economic Development ◽  
New Ventures ◽  
Resource Dependence Theory ◽  
Theory And Practice ◽  
New Venture ◽  
Resource Based View ◽  
Dependence Theory ◽  
Chinese Entrepreneurs

This research extends bribery research toward entrepreneurial theory and practice by examining how bribery impacts new venture disbanding in China. Existing research suggests that bribery may enhance firms’ competitive advantage; however, building off of resource-based view and taking into consideration the institutional context in China, the current study proposes that firm bribery activity hurts new ventures by increasing the hazard of venture disbanding. Further, guided by resource dependence theory, this study examines how local economic development and organizing activity moderate the relation between bribery and disbanding. In particular, it is proposed that when local economic development is suffering, or when firms are not engaging in appropriate organizing activities, bribery will lead to higher chance of new venture disbanding. Data from Chinese entrepreneurs support these hypotheses.

Coping with Demographic Change in Job Markets: How Age Diversity Management Contributes to Organisational Performance

2015 ◽  
Vol 29 (1) ◽  
pp. 5-30 ◽  
Author(s):  
Gisela Bieling ◽  
Ruth Maria Stock ◽  
Florian Dorozalla
Keyword(s):  
Resource Dependence ◽  
Diversity Management ◽  
Developed Countries ◽  
Resource Dependence Theory ◽  
Steady Increase ◽  
Organisational Performance ◽  
Age Diversity ◽  
Dependence Theory ◽  
Demographic Shifts ◽  
Hr Managers

Demographic shifts are altering job markets in developed countries. A steady increase in the average age of employees and a decline in the number of young, qualified workers have intensified the war for talent, resulting in highly competitive and dynamic job markets. Using resource dependence theory, this study investigates how organisations respond to such challenges. An investigation of a sample of 153 German companies provides support for the hypotheses that HR managers implement age diversity management in both appraisal and compensation practices as a response to competitive job markets which, in turn, contributes to organisational performance.

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