Director identities and the role of the board in organizational turnaround

Michael C. Withers; Amy J. Hillman

doi:10.5465/ambpp.2008.33640675

Director identities and the role of the board in organizational turnaround

Michael C. Withers, Amy J. Hillman

Management and Entrepreneurship

Research output: Contribution to conference › Paper › peer-review

5 Scopus citations

Abstract

We develop theory about the role of the boards of directors in organizational turnaround by integrating insights from organizational behavior regarding the effect of individual's multiple identities on behavior. Specifically, we propose the strength of directors' identification with the organization, being a CEO, being a director, shareholders and customers/suppliers will influence the likelihood of organizational turnaround. The influence of directors' multiple identities, however, will influence turnaround differentially across the stages of decline, suggesting implications for changes to board composition that will facilitate turnaround.

Original language	English (US)
DOIs	https://doi.org/10.5465/ambpp.2008.33640675
State	Published - 2008
Event	68th Annual Meeting of the Academy of Management, AOM 2008 - Anaheim, CA, United States Duration: Aug 8 2008 → Aug 13 2008

Other

Other	68th Annual Meeting of the Academy of Management, AOM 2008
Country/Territory	United States
City	Anaheim, CA
Period	8/8/08 → 8/13/08

Keywords

Board of directors
Director identities
Organizational turnaround

ASJC Scopus subject areas

Management Information Systems
Management of Technology and Innovation

Access to Document

10.5465/ambpp.2008.33640675

Cite this

@conference{8b7944fd95e94b329cdf994bd06dce59,

title = "Director identities and the role of the board in organizational turnaround",

abstract = "We develop theory about the role of the boards of directors in organizational turnaround by integrating insights from organizational behavior regarding the effect of individual's multiple identities on behavior. Specifically, we propose the strength of directors' identification with the organization, being a CEO, being a director, shareholders and customers/suppliers will influence the likelihood of organizational turnaround. The influence of directors' multiple identities, however, will influence turnaround differentially across the stages of decline, suggesting implications for changes to board composition that will facilitate turnaround.",

keywords = "Board of directors, Director identities, Organizational turnaround",

author = "Withers, {Michael C.} and Hillman, {Amy J.}",

year = "2008",

doi = "10.5465/ambpp.2008.33640675",

language = "English (US)",

note = "68th Annual Meeting of the Academy of Management, AOM 2008 ; Conference date: 08-08-2008 Through 13-08-2008",

}

TY - CONF

T1 - Director identities and the role of the board in organizational turnaround

AU - Withers, Michael C.

AU - Hillman, Amy J.

PY - 2008

Y1 - 2008

N2 - We develop theory about the role of the boards of directors in organizational turnaround by integrating insights from organizational behavior regarding the effect of individual's multiple identities on behavior. Specifically, we propose the strength of directors' identification with the organization, being a CEO, being a director, shareholders and customers/suppliers will influence the likelihood of organizational turnaround. The influence of directors' multiple identities, however, will influence turnaround differentially across the stages of decline, suggesting implications for changes to board composition that will facilitate turnaround.

AB - We develop theory about the role of the boards of directors in organizational turnaround by integrating insights from organizational behavior regarding the effect of individual's multiple identities on behavior. Specifically, we propose the strength of directors' identification with the organization, being a CEO, being a director, shareholders and customers/suppliers will influence the likelihood of organizational turnaround. The influence of directors' multiple identities, however, will influence turnaround differentially across the stages of decline, suggesting implications for changes to board composition that will facilitate turnaround.

KW - Board of directors

KW - Director identities

KW - Organizational turnaround

UR - http://www.scopus.com/inward/record.url?scp=85087998487&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85087998487&partnerID=8YFLogxK

U2 - 10.5465/ambpp.2008.33640675

DO - 10.5465/ambpp.2008.33640675

M3 - Paper

T2 - 68th Annual Meeting of the Academy of Management, AOM 2008

Y2 - 8 August 2008 through 13 August 2008

ER -

Director identities and the role of the board in organizational turnaround

Abstract

Other

Keywords

ASJC Scopus subject areas

Access to Document

Other files and links

Fingerprint

Cite this