Board Games: How Ceos Adapt To Increases In Structural Board Independence From Management

dc.contributor.utaustinauthorWestphal, James D.en
dc.creatorWestphal, J. D.en
dc.date.accessioned2015-04-16T13:58:15Zen
dc.date.available2015-04-16T13:58:15Zen
dc.date.issued1998-09en
dc.description.abstractThis paper presents a model that incorporates the behavior of chief executive officers (CEOs) into an explanation of how boards of directors affect organizational outcomes. Hypotheses are tested with archival data on corporate strategy, CEO compensation, board structure, and demographics, together with data from an original survey of both CEOs and outside directors from 221 large- and medium-sized U.S. corporations. The findings indicate that(1) changes in board structure that increase the board's independence from management are associated with higher levels of CEO ingratiation and persuasion behavior toward board members, and (2) such influence behaviors, in turn, serve to offset the effect of increased structural board independence on corporate strategy and CEO compensation policy. Implications for theory and research on CEO-board power and effectiveness and the larger literature on power and influence are discussed.en
dc.description.departmentManagementen
dc.identifier.citationJames D. Westphal. Administrative Science Quarterly, Vol. 43, No. 3 (Sep., 1998), pp. 511-537. DOI: 10.2307/2393674en
dc.identifier.doi10.2307/2393674en
dc.identifier.issn0001-8392en
dc.identifier.urihttp://hdl.handle.net/2152/29371en
dc.language.isoEnglishen
dc.relation.ispartofserialAdministrative Science Quarterlyen_US
dc.rightsAdministrative deposit of works to UT Digital Repository: This works author(s) is or was a University faculty member, student or staff member; this article is already available through open access or the publisher allows a PDF version of the article to be freely posted online. The library makes the deposit as a matter of fair use (for scholarly, educational, and research purposes), and to preserve the work and further secure public access to the works of the University.en
dc.subjectchief executive-compensationen
dc.subjectagency theory perspectiveen
dc.subjectinfluenceen
dc.subjecttacticsen
dc.subjectownership structureen
dc.subjectstrategic changeen
dc.subjectsocial-influenceen
dc.subjectratingen
dc.subjecterrorsen
dc.subjectperformanceen
dc.subjectpoweren
dc.subjecttopen
dc.subjectbusinessen
dc.subjectmanagementen
dc.titleBoard Games: How Ceos Adapt To Increases In Structural Board Independence From Managementen
dc.typeArticleen

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