Internal representation and factional faultlines as antecedents for board performance in social enterprises

There is an increasing scholarly interest in how social enterprises manage their hybrid nature. As hybrid organizational forms, social enterprises combine mission-driven social goals and revenue generating activities in a variety of organizational constellations and in diverse institutional contexts. Acknowledging the potentially conflicting demands that institutional environments impose on social enterprises there is an increasing research interest in the existence and proliferation of these conflicting demands at the organizational level. Some researchers have pointed to the importance of particular management practices and governance characteristics – such as authority relations and internal representation – as mechanisms to deal with the conflicting demands at the organizational level. This paper adds to this stream of literature by taking into account the organizational level dynamics of internal representation and the proliferation of factional groups in the boards of directors of hybrid organizational forms and their impact on board performance, ultimately influencing the organizational performance

External identities of directors, board functions and firm performance

Master'sMASTER OF SCIENCE (BUSINESS

Politicians on the board : a driving force for Corporate Social Responsibility performance of german DAX 30 firms?

This paper aims to explore the following question: Do political directors on supervisory boards affect the corporate social responsibility (CSR) performance of firms? Based on identity theory, this paper predicts that politicians incorporate their political identity and social interests into their role as directors and consequently increase the CSR performance of the firm. Furthermore, this study explores whether gender diversity on the board of directors and the power of CEOs intensify this relationship. The empirical setting includes all 41 firms listed in the German DAX 30 between 2009 und 2020. In order to analyze the panel data set regression analyses are conducted. The results of the study indicate a non-significant result on the influence of political directors on CSR performance in the sample. A potential reason could be the often extremely high number of board members in German DAX 30 firms and the comparatively low influence of each individual or the low regional linkages of firms with politicians of this scale. Furthermore, additional post hoc analyses suggest that there are significant positive correlations between conservative as well as national politicians on CSR performance. This effect weakens under the influence of the moderating factors gender diversity and CEO power. Thus, these results indicate that the differentiation of political orientation, jurisdiction scope and other characteristics can contribute decisively to the understanding of the effect of political directors on CSR performance.Este documento pretende explorar a seguinte questão: Os directores políticos dos conselhos de supervisão afectam o desempenho das empresas em matéria de responsabilidade social empresarial (RSE)? Baseado na teoria da identidade, este documento prevê que os políticos incorporem a sua identidade política e interesses sociais no seu papel de directores e consequentemente aumentem o desempenho da empresa em termos de RSE. Além disso, este estudo explora se a diversidade de género no conselho de administração e o poder dos CEOs intensificam esta relação. A amostra inclui todas as 41 empresas listadas no DAX 30 alemão entre 2009 e 2020. A fim de analisar o conjunto de dados do painel, são efectuadas análises de regressão. Os resultados do estudo indicam um resultado não significativo sobre a influência dos directores políticos no desempenho da RSE na amostra. Uma razão potencial poderia ser o número frequentemente extremamente elevado de membros do conselho de administração nas empresas do DAX 30 alemão e a influência comparativamente baixa de cada indivíduo ou a baixa ligação regional das empresas com políticos desta escala. Além disso, análises post hoc adicionais sugerem que existem correlações positivas significativas entre políticos conservadores e políticos nacionais sobre o desempenho em termos de RSE. Este efeito enfraquece sob a influência dos factores moderadores diversidade de género e poder de direcção. Estes resultados indicam que a diferenciação da orientação política e do âmbito de jurisdição pode contribuir decisivamente para compreender o efeito dos directores políticos no desempenho da RSE

Government board of director: the influence of director identifications on human capital acquisition and board oversight roles

Identification is a sense of belonging to particular social groups with similar characteristics or similarly perceived role identities. The strength of an individual's identification is context-dependent and can influence an individual’s behavior according to certain expectations. Despite abundant research on board oversight roles, little is known about why board members behave in certain ways due to a lack of literature from a socio-behavioral perspective. This paper explores how identification with social groups and role identities among the government board of directors (GBOD) influence their human capital and board roles. The results, derived from semistructured interviews of twelve government officials who were appointed to the boards of Malaysian State-Owned Enterprises (SOEs) as government representatives, indicate that different identifications, such as the role of government board of director, corporate director, or both, and identification with the SOE could lead to different perceptions of the importance of human capital and influence their contributions in boardrooms. This study provides empirical evidence for the corporate governance literature from a socio-behavioral perspective and helps government agencies and regulators understand the reasons behind GBOD behavior. Selecting board members based on their human capital may be inadequate, and board members may need training to help them identify their roles and responsibilities as government representatives on the boar

Governing the English NHS : exploring the role and contribution of the Primary Care Trust Chair and Non-Executive Director

The area of research interest for this study was the governance role of non-executive directors (NEDs) and Chairs on NHS Primary Care Trust (PCT) boards across England. This interest arose from the experience of the author, herself a PCT NED, who was aware of some of the tensions of the role that resulted from a model of corporate governance and accountability imported from the private sector to the public sector. The NED role was more complex within PCTs as there were additional stakeholder expectations of providing public accountability. The changing policy landscape also saw NEDs responding to different Government priorities and developing the role in quite different ways to their counterparts in the private sector. Newman’s (2001) model of governance is a dynamic one that highlights the tensions caused by the Government’s use of different types of governance mechanisms, seeking to achieve sometimes-conflicting goals. In this thesis the model is developed to consider how these tensions led to a differentiation of roles in practice for NEDs. The empirical analysis is based on interviews with 52 PCT NEDs and Chairs across England between October 2011 and April 2012. The dominant emphasis for some respondents was the efficiency of the organisation, reflecting principles of new public management and providing accountability to the taxpaying public. Other respondents saw their accountability as being to the local community and patients, and their role to defend these interests. They saw themselves as having a role both within and outside of the organisation, oriented towards a decentralised model of governance and working collaboratively with other stakeholders to improve health outcomes. This study identified that the NED role as a defender of public interests provided a motivation to act, was a source of power and was one influence on the board as it tried to act within the tensions of operating as a local organisation, responsive to local need in addition to meeting nationally-determined targets. Previous studies found the NHS NED role to be marginalised, but this study found PCT NEDs and Chairs able to exercise power to achieve results in line with their interests, although their power was often constrained by the power of other actors, notably the Strategic Health Authorities acting on behalf of the Department of Health. Even though PCTs have been abolished, the corporate governance model of a board and NEDs remains in hospital trusts and other parts of the public sector to the present day. The tensions between national and local accountability remain. This thesis provides support for a differentiation of NED roles, recognising the limitations of the new public management approach and a model of corporate governance from the private sector. While those NEDs with business expertise may be able to contribute to organisational efficiency, there is also a need for NEDs with a public service interest and the skills to influence and work collaboratively with stakeholders to ensure health services best meet the needs of communities

Why small firms are different: Addressing varying needs from boards of directors

Board of director member diversity has an impact on the functions each director successfully provides. Appropriate and necessary board member capabilities differ between small and large firms. Although these differences seem apparent, current research has favored studies related to large firms and neglected those related to board member needs of small firms. Grounded in Agency Theory and Resource Dependence Theory, the following manuscript theoretically suggests that firm size moderates the relationship between board member diversity and the two primary functions (monitoring and the provision of resources) of board members. Furthermore, small firms can enhance performance through appropriate member composition in differing ways than large firms

Revolution From Above? Female Directors' Equality-Related Actions in Organizations

Drawing on interviews with women and men who serve on the supervisory boards of German stock-listed companies, this qualitative study examines why some female directors seek to augment gender equality in their organizations while others do not. Those who take action do so both in formal board processes and in informal settings. A sense of belonging to women as a social group and a sense of responsibility for women in the organization are key factors in explaining why some female directors contribute to gender equality. In addition, the study highlights the relevance of a board culture supportive of gender equality and positive expectations by other organizational members about female directors' role in advancing gender equality. Board chairs influence how supportive female directors perceive the organizational context to be. Where the organizational context is not seen as supportive, those who take equality-related action anyway are experienced directors. Surprisingly, the presence of other women on the board does not appear to be related to whether or not female directors take action. Examining female directors' actions and paying close attention to both their identities and their specific organizational settings shows how the interplay between social identity and situational opportunities and constraints affects board behavior