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Exploring the Cognitive Nature of Boards of Directors and Its Implication for Board Effectiveness

Author

Listed:
  • Bongjin Kim

    (University of Texas at San Antonio)

  • Mark M. Suazo

    (University of Texas at San Antonio)

  • John E. Prescott

    (Katz Graduate School of Business)

Abstract

In 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.

Suggested Citation

  • Bongjin Kim & Mark M. Suazo & John E. Prescott, 2008. "Exploring the Cognitive Nature of Boards of Directors and Its Implication for Board Effectiveness," Working Papers 0032, College of Business, University of Texas at San Antonio.
  • Handle: RePEc:tsa:wpaper:0032
    as

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    File URL: http://interim.business.utsa.edu/wps/mgt/0032MGT-386-2008.pdf
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    References listed on IDEAS

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    More about this item

    Keywords

    Boards of directors; corporate governance; shared mental models;

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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