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| Author: | Tuggle, C.S. (et al.) |
| Title: | Commanding board of director attention: Investigating how organizational performance and CEO duality affect board members' attention to monitoring |
| Journal: | Strategic Management Journal
2010 : SEP, VOL 31:9, p. 946-968 |
| Index terms: | management board of directors chief executive officers corporate governance organizational performance |
| Language: | eng |
| Abstract: | Based on analyses of hundreds of board meeting transcripts, it is found that board members do not maintain constant levels of attention (herein as: attn.) toward monitoring (as: mntg). Yet, they instead selectively allocate attn. to their mntg. function. Drawing from the attention-based view etc., it is found that this allocation is affected by deviation from prior performance and CEO duality. Especially, while negative deviation from prior performance increases boards' attn. to mntg., positive deviation from prior performance reduces it. Also, the presence of duality reduces the boards' allocation of attn. to mntg. Finally, boards' attn. to mntg. are shown to be interactively affected by duality and deviation from prior performance. |
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