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When Will They Learn? An Accountability Theory Perspective On The Effects Of Board Of Director Decision Monitoring On Ceo Learning

Author

Listed:
  • Michael L. McDonald

    (UTSA)

  • Poonam Khanna

Abstract

This paper contributes to the management literatures on board of director effectiveness and strategic cognition by developing a conceptual model that describes how the nature of the decision monitoring pressures that CEOs face from their boards of directors will influence their ongoing abilities to learn about the complex strategic issues facing their firms. Our model highlights the contingent nature of the effects of board decision monitoring on CEO learning. We identify a range of conditions under which board decision monitoring will be less likely to promote learning by CEOs, and may actually interfere with executive learning.

Suggested Citation

  • Michael L. McDonald & Poonam Khanna, 2013. "When Will They Learn? An Accountability Theory Perspective On The Effects Of Board Of Director Decision Monitoring On Ceo Learning," Working Papers 0215mgt, College of Business, University of Texas at San Antonio.
    • Handle: RePEc:tsa:wpaper:0215mgt
    as

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    File URL: http://interim.business.utsa.edu/wps/mgt/0039MGT-815-2013.pdf
    File Function: Full text Classification- M10
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    References listed on IDEAS

    as
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    Full references (including those not matched with items on IDEAS)

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