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

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  • Bonn, Ingrid
  • Pettigrew, Andrew

Abstract

We 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.

Suggested Citation

  • Bonn, Ingrid & Pettigrew, Andrew, 2009. "Towards a dynamic theory of boards: An organisational life cycle approach," Journal of Management & Organization, Cambridge University Press, vol. 15(1), pages 2-16, March.
    • Handle: RePEc:cup:jomorg:v:15:y:2009:i:01:p:2-16_00
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    Cited by:

    1. Shah, Muhammad Umair & Guild, Paul D., 2022. "Stakeholder engagement strategy of technology firms: A review and applied view of stakeholder theory," Technovation, Elsevier, vol. 114(C).
    2. Alqahtani, Jubran & Duong, Lien & Taylor, Grantley & Eulaiwi, Baban, 2022. "Outside directors, firm life cycle, corporate financial decisions and firm performance," Emerging Markets Review, Elsevier, vol. 50(C).

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