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Board Members’ Contribution To Strategy: The Mediating Role Of Board Internal Processes

Author

Listed:
  • Barroso-Castro, Carmen

    (Universidad de Sevilla (Spain))

  • Villegas-Periñan, Mª Mar

    (Universidad de Sevilla (Spain))

  • Dominguez, Marta

    (Universidad de Sevilla (Spain))

Abstract

This study aims to explore what directors do on the board, to what extent the processes occurring in the board allow the sharing and integrating of the existing knowledge, thus facilitating the board members’ contributions to strategy. We adopt the view that the internal board processes increase the impact of the cognitive resources on board performance. Using survey data from 200 large Spanish companies we demonstrate that directors’ level of knowledge of the firm and board job-related diversity positively influence the degree of the board’s strategic involvement. Additionally, the internal processes that take place within the board – particularly Cognitive Conflict, the Critical and Independent Approach and the Comprehensive Discussion Process – influence the board’s strategic involvement and play a partial mediating role on the aforementioned relationships. However, our results show no evidence for a positive relationship between Board Meeting Dynamics and the board’s strategic involvement. / 0

Suggested Citation

  • Barroso-Castro, Carmen & Villegas-Periñan, Mª Mar & Dominguez, Marta, 2017. "Board Members’ Contribution To Strategy: The Mediating Role Of Board Internal Processes," European Research on Management and Business Economics (ERMBE), Academia Europea de Dirección y Economía de la Empresa (AEDEM), vol. 23(2), pages 82-89.
    • Handle: RePEc:idi:jermbe:v:23:y:2017:i:2:p:82-89
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    Citations

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    Cited by:

    1. Bello Lawal & Mohammed Nuhu, 2021. "Board Diversity or Tokenism: A Case for Social Inclusion and an Efficiency Model," Applied Finance and Accounting, Redfame publishing, vol. 7(1), pages 22-31, February.
    2. Joanna Radomska & Aleksandra Szpulak & Przemysław Wołczek, 2023. "A multi-item scale for open strategy measurement," DECISION: Official Journal of the Indian Institute of Management Calcutta, Springer;Indian Institute of Management Calcutta, vol. 50(1), pages 51-71, March.
    3. Nooraisah Katmon & Zam Zuriyati Mohamad & Norlia Mat Norwani & Omar Al Farooque, 2019. "Comprehensive Board Diversity and Quality of Corporate Social Responsibility Disclosure: Evidence from an Emerging Market," Journal of Business Ethics, Springer, vol. 157(2), pages 447-481, June.
    4. Xiaofei Shi & Fei Zhao & Long Xu & Na Bian & Fengfei Wang, 2021. "Does the board’s on-site decision inhibit over-investment," PLOS ONE, Public Library of Science, vol. 16(8), pages 1-22, August.
    5. Elshandidy, Tamer & Bamber, Matthew & Omara, Hossam, 2024. "Across the faultlines: A multi-dimensional index to measure and assess board diversity," International Review of Financial Analysis, Elsevier, vol. 93(C).
    6. Hanna Maria Sievinen & Tuuli Ikäheimonen & Timo Pihkala, 2022. "The role of dyadic interactions between CEOs, chairs and owners in family firm governance," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 26(1), pages 223-253, March.

    More about this item

    Keywords

    Corporate governance; Internal board processes; Board strategic involvement; Board diversity; Board knowledge of the firm; Mediation analysis; 0;
    All these keywords.

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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