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23
Multilevel challenges and opportunities in social capital research
- Journal of Management
, 2011
"... Social capital refers to the resources derived from social relationships. Although the concept of social capital has been applied at the individual, group, and organizational levels of analysis, researchers have yet to fully embrace social capital’s potential as a multilevel lens through which we mi ..."
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Cited by 7 (1 self)
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Social capital refers to the resources derived from social relationships. Although the concept of social capital has been applied at the individual, group, and organizational levels of analysis, researchers have yet to fully embrace social capital’s potential as a multilevel lens through which we might better understand management and organizational phenomena. With a central objective of advancing social capital’s potential as a multilevel theoretical perspective, the authors make two contributions to the management literature. First, the authors comprehen-sively review two decades of management research to highlight how social capital has been empirically applied across levels of analysis. Second, based on the shortcomings and challenges revealed through the literature review, the authors identify and discuss avenues for future mul-tilevel research, including suggestions for both macro and micro researchers.
Board Composition beyond Independence: Social capital, human capital, and demographics
- Journal of Management
, 2013
"... Board composition is a critical element in the ability of the board to impact firm outcomes. While much of this research has focused on size and independence, there is growing literature that investigates the composition of directors ’ demography, human capital, and social capital. The purpose of th ..."
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Cited by 6 (1 self)
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Board composition is a critical element in the ability of the board to impact firm outcomes. While much of this research has focused on size and independence, there is growing literature that investigates the composition of directors ’ demography, human capital, and social capital. The purpose of this article is to synthesize this diverse literature. The authors first review the literature on board demographics, human capital, and social capital composition research. In doing so, they highlight the theoretical and methodological approaches utilized. Finally, they suggest avenues for future research that can advance our understanding of the effects of board composition.
Director human capital, information processing demands, and board effectiveness
- Journal of Management
, 2014
"... Research on human capital as a source of competitive advantage has focused largely on firm employees. In this article, we argue that outside directors ’ general human capital can also be a source of competitive advantage. Firm performance is likely to benefit from directors ’ human capital—that is, ..."
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Cited by 2 (0 self)
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Research on human capital as a source of competitive advantage has focused largely on firm employees. In this article, we argue that outside directors ’ general human capital can also be a source of competitive advantage. Firm performance is likely to benefit from directors ’ human capital—that is, their prior experience and education—because such human capital is likely to make them more effective at monitoring management and providing advice. Drawing on insights from research on individuals ’ cognitive limitations, we further argue that the extent to which the firm is able to benefit from this human capital can be severely limited by the demands for infor-mation processing that directors face from their other board positions. Consequently, we find that the benefit of directors ’ human capital is contingent upon the information processing load placed upon them from their other board appointments. We find support for our hypotheses using data on over 5,700 directors from 650 firms sampled from the Fortune 1000. This study extends the nascent literature on board human capital by showing that in addition to specific expertise in relevant areas, directors ’ general human capital can also help firms create competitive advan-tage. The theory developed in this article also contributes to the literature on strategic human capital by incorporating the concept of information processing demands, suggesting that not only
Exceptional boards: Environmental experience and positive deviance from institutional norms
- Journal of Organizational Behavior
, 2012
"... Summary This paper explores the phenomenon of positive organizational deviance from institutional norms by establishing practices that protect or enhance the natural environment. Seeking to explain why some organizations practice positive environmental deviance while others do not, we locate our inq ..."
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Summary This paper explores the phenomenon of positive organizational deviance from institutional norms by establishing practices that protect or enhance the natural environment. Seeking to explain why some organizations practice positive environmental deviance while others do not, we locate our inquiry on the board of directors—the organizational body that interprets external issues and guides organizational response. We find a strong correlation between positive deviance and the past environmental experience of board directors and the centrality of the organization within field-level networks. Organizations located on the periphery of the network or whose boards possess a high level of environmental experience are more likely to deviate in positive ways. Our conclusions contribute to multiple literatures in behavioral and environmental governance, the role of filtering and enaction in the process of institutional conformity and change, and the mechanisms behind proactive
Antecedents of new director social capital
- Journal of Management Studies
, 2011
"... published by Blackwell Publishing and Society for the Advancement of Management Studies. Used by permission. ..."
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Cited by 1 (1 self)
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published by Blackwell Publishing and Society for the Advancement of Management Studies. Used by permission.
Building Micro
"... Social capital refers to the resources derived from social relationships. Although the concept of social capital has been applied at the individual, group, and organizational levels of analysis, researchers have yet to fully embrace social capital’s potential as a multilevel lens through which we mi ..."
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Social capital refers to the resources derived from social relationships. Although the concept of social capital has been applied at the individual, group, and organizational levels of analysis, researchers have yet to fully embrace social capital’s potential as a multilevel lens through which we might better understand management and organizational phenomena. With a central objective of advancing social capital’s potential as a multilevel theoretical perspective, the authors make two contributions to the management literature. First, the authors comprehen-sively review two decades of management research to highlight how social capital has been empirically applied across levels of analysis. Second, based on the shortcomings and challenges revealed through the literature review, the authors identify and discuss avenues for future mul-tilevel research, including suggestions for both macro and micro researchers.
The Relationship Between Tenure and Outside Director Task Involvement: A Social Identity Perspective
"... Drawing from corporate governance research and social identity theory, the authors argue that the relationship between outside directors ’ time in office and outside director task involvement is more complex than generally anticipated. By using a unique multisource data set composed of peer ratings ..."
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Drawing from corporate governance research and social identity theory, the authors argue that the relationship between outside directors ’ time in office and outside director task involvement is more complex than generally anticipated. By using a unique multisource data set composed of peer ratings provided by fellow outside directors rating a focal director’s task involvement, this study analyzes director task involvement at the individual director level of analysis. The authors propose and empirically demonstrate that outside director tenure has an inverted U-shaped relationship with outside director task involvement that is moderated by a director’s social iden-tification with the organization. As such, the authors demonstrate that social identification with the organization provides a critical contingency for the curvilinear relationship between outside director tenure and outside director task involvement. Findings suggest that outside directors who socially identify with the organization are more likely to grow “stale in the saddle ” at lower levels of tenure. These findings provide support for the merit of analyzing outside directors at the individual level of analysis and suggest that a “one-size-fits-all ” approach may not be most appropriate in assessing the effects of tenure on outside director functioning. Acknowledgments: We are grateful to Associate Editor Sucheta Nadkarni and two anonymous JOM reviewers for
The Antecedents and Consequences of Board Involvement in Strategic Decision Making
, 2012
"... examined the final electronic copy of this dissertation for form and content and recommend that it be ..."
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examined the final electronic copy of this dissertation for form and content and recommend that it be
Role of Remuneration Committee in Narrative Human capital Disclosure
, 2012
"... human capital disclosure ..."
CEO Tenure, Independent Directors and Corporate Innovation
"... Abstract The separation of ownership and managerial control in public corporations increases the organizational implications of the CEO-Board relationship. Boards of Directors and CEOs play an integral role in shaping firm strategies; therefore, this study examines the effect of CEO tenure and the ..."
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Abstract The separation of ownership and managerial control in public corporations increases the organizational implications of the CEO-Board relationship. Boards of Directors and CEOs play an integral role in shaping firm strategies; therefore, this study examines the effect of CEO tenure and the moderating influence of independent directors on corporate innovation. Using a data set of electronics firms listed on the Taiwan Stock Exchange Corporations, this study finds an inverted-U relationship between CEO tenure and corporate innovation (i.e., R&D intensity and patents), supporting the view that CEOs experience life cycles. Additionally, independent director ratio exerts a positive moderating influence on the relationship between CEO tenure and corporate innovation, supporting the view that independent directors influence managerial choices by monitoring effectively and providing important resources. The findings provide one important managerial implication that firms competing on innovation may consider giving considerable weight to the nomination of more independent directors to the board because independent directors may serve as effective guardians and resource providers to encourage CEOs to focus on innovation. JEL classification numbers: O31, O32, G34.
