Inside the boardroom : exploring board member interactions
Inside the boardroom : exploring board member interactions
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董事会内部：探索董事会成员的互动
DOI：
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发表时间：
2014
期刊：
影响因子：
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通讯作者：
Amedeo Pugliese
中科院分区：
文献类型：
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作者：
Pieter‐Jan Bezemer;G. Nicholson;Amedeo Pugliese
本研究旨在通过直接观察董事在会议期间的互动来打开董事会黑匣子，以更好地了解董事会流程。
设计/方法/途径：我们分析两家澳大利亚公司董事会会议的录像观察，以深入了解董事在会议中做什么以及他们如何参与决策过程。直接观察是通过半结构化访谈、小型调查和文件审查进行三角测量的。
研究结果：我们的分析得出两个主要发现：
(i) 虽然董事会会议表面上看起来相似，但董事会之间的互动在更深层次上存在显着差异（即董事会成员在不同阶段的讨论中参与程度不同）以及
(ii) 多个分析层面的因素解释了互动模式的差异，揭示了董事会讨论的复杂性和嵌套性。
研究意义：通过记录董事会内部和董事会间会议的重大差异，我们的研究
(i) 挑战董事会会议相当单一和单一的普遍观念，
㈡ 指出将议程项目作为新的分析单位
(iii) 强调在董事会环境中进行更多多层次分析的必要性。
实际影响：虽然政策制定者主要关注“正确”的董事会组成，但我们的研究结果表明，决策结果或角色的执行可能会受到董事会层面互动的潜在影响。董事会会议风格的差异可能解释了之前模糊的董事会结构-绩效结果，从而增强了对董事会如何开展工作进行更规范考虑的必要性。
原创性/价值：我们的研究补充了现有的董事会动态研究，并系统地描述了董事会会议期间董事的互动。
This study aims to open-up the black box of the boardroom by directly observing directors’ interactions during meetings to better understand board processes.
Design/methodology/approach: We analyse videotaped observations of board meetings at two Australian companies to develop insights into what directors do in meetings and how they participate in decision-making processes. The direct observations are triangulated with semi-structured interviews, mini-surveys and document reviews.
Findings: Our analyses lead to two key findings:
(i) while board meetings appear similar at a surface-level, boardroom interactions vary significantly at a deeper level (i.e. board members participate differently during different stages of discussions) and
(ii) factors at multiple levels of analysis explain differences in interaction patterns, revealing the complex and nested nature of boardroom discussions.
Research implications: By documenting significant intra- and inter-board meeting differences our study
(i) challenges the widespread notion of board meetings as rather homogeneous and monolithic,
(ii) points towards agenda items as a new unit of analysis
(iii) highlights the need for more multi-level analyses in a board setting.
Practical implications: While policy makers have been largely occupied with the “right” board composition, our findings suggest that decision outcomes or roles’ execution could be potentially affected by interactions at a board level. Differences in board meeting styles might explain prior ambiguous board structure-performance results, enhancing the need for greater normative consideration of how boards do their work.
Originality/value: Our study complements existing research on boardroom dynamics and provides a systematic account of director interactions during board meetings.