Boardroom Theater: Actors, Actions and Their Consequences

Solange Charas

Case Western Reserve University

January 1, 2012

The Second International Conference on Engaged Management Scholarship

Seventy seven percent of low corporate governance ratings for U.S. publicly-traded companies are attributable to poorly-performing boards. Responding to calls for more research on interpersonal dimensions of directors’ behaviors and their relationship to board performance, we conducted inductive research based on semi-structured interviews with directors of high and low governance-rated small and medium sized US firms. Illumination of their “lived experiences” on public company boards revealed the criticality of cultural intelligence (CQ) to govern distinct front- and back-stage board performance. Although seldom used to screen board candidates, behavioral sensitivity of directors may be higher in high governance-rated boards where less institutional control over non-conformance also occurs. The role and effect of CQ in the context of boards has not previously been discussed. Implications for practice and for future research are noted.

Number of Pages in PDF File: 27

Keywords: Board governance, agency theory, resource dependence theory, behavioral models, director characteristics, team dynamics, information asymmetry, cultural intelligence, professional capital

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Date posted: June 18, 2012 ; Last revised: October 9, 2013

Suggested Citation

Charas, Solange, Boardroom Theater: Actors, Actions and Their Consequences (January 1, 2012). The Second International Conference on Engaged Management Scholarship. Available at SSRN: https://ssrn.com/abstract=2084811

Contact Information

Solange Charas (Contact Author)
Case Western Reserve University ( email )
10900 Euclid Ave.
Cleveland, OH 44106
United States
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