Exploring the Cognitive Nature of Boards of Directors and Its Implication for Board Effectiveness
AbstractIn this paper we propose a theoretical framework that emphasizes the development of a shared mental model (SMM) of a board of directors and its impact on board effectiveness and suggest that the accuracy and scope of the SMM in a board will moderate the relationship between a board’s SMM and board effectiveness. Also, we examine the impact of task and relationship conflict on the development of a SMM. Finally, we examine three board attributes (board size, CEO duality, and the proportion of outside directors on a board) as antecedents to the development of conflict among board members.
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Bibliographic InfoPaper provided by College of Business, University of Texas at San Antonio in its series Working Papers with number 0032.
Length: 41 pages
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Boards of directors; corporate governance; shared mental models;
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- M12 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - Personnel Management; Executive Compensation
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