Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/205750 
Erscheinungsjahr: 
2017
Quellenangabe: 
[Journal:] European Research on Management and Business Economics (ERMBE) [ISSN:] 2444-8834 [Volume:] 23 [Issue:] 2 [Publisher:] Elsevier [Place:] Amsterdam [Year:] 2017 [Pages:] 82-89
Verlag: 
Elsevier, Amsterdam
Zusammenfassung: 
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.
Schlagwörter: 
Corporate governance
Internal board processes
Board strategic involvement
Board diversity
Board knowledge of the firm
Mediation analysis
JEL: 
M10
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