Conflict in the boardroom: a participant observation study of supervisory board dynamics
Abstract We develop a conflict-oriented model of board task performance and argue that a common framework, that is, a shared understanding of its role, helps boards to perform well. Conflict is the mediating effect through which this plays out. We posit that a common framework increases board task p...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Heemskerk, Eelke M. [verfasserIn] |
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| Format: |
Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2016 |
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| Schlagwörter: |
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| Anmerkung: |
© The Author(s) 2016 |
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| Übergeordnetes Werk: |
Enthalten in: Journal of management & governance - Springer US, 1997, 21(2016), 1 vom: 21. Jan., Seite 233-263 |
|---|---|
| Übergeordnetes Werk: |
volume:21 ; year:2016 ; number:1 ; day:21 ; month:01 ; pages:233-263 |
| Links: |
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| DOI / URN: |
10.1007/s10997-015-9339-8 |
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OLC205106850X |
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| 520 | |a Abstract We develop a conflict-oriented model of board task performance and argue that a common framework, that is, a shared understanding of its role, helps boards to perform well. Conflict is the mediating effect through which this plays out. We posit that a common framework increases board task performance because it reduces intragroup relationship conflicts, increases task conflicts within the board, and reduces conflicts in the relationship between board and CEO. We explore the model through a comparative participant observation study of 11 supervisory boards in action. The results show that while low levels of relationship conflict are typically considered a sign of a well-functioning board, the avoidance of relationship conflict negatively impacts board task performance and may lead to ‘cognitive blindness’. Boards of directors should manage—rather than avoid—relationship conflict. Based on our findings, we suggest an extended model of conflict in boards that takes into account the negative effect of conflict avoidance. | ||
| 650 | 4 | |a Corporate governance | |
| 650 | 4 | |a Board dynamics | |
| 650 | 4 | |a Board processes | |
| 650 | 4 | |a Relationship conflict | |
| 650 | 4 | |a Task conflict | |
| 650 | 4 | |a Conflict avoidance | |
| 650 | 4 | |a Board of directors | |
| 650 | 4 | |a Board task performance | |
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| 700 | 1 | |a Wats, Margrietha M. |4 aut | |
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10.1007/s10997-015-9339-8 doi (DE-627)OLC205106850X (DE-He213)s10997-015-9339-8-p DE-627 ger DE-627 rakwb eng 650 VZ 3,2 ssgn Heemskerk, Eelke M. verfasserin aut Conflict in the boardroom: a participant observation study of supervisory board dynamics 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © The Author(s) 2016 Abstract We develop a conflict-oriented model of board task performance and argue that a common framework, that is, a shared understanding of its role, helps boards to perform well. Conflict is the mediating effect through which this plays out. We posit that a common framework increases board task performance because it reduces intragroup relationship conflicts, increases task conflicts within the board, and reduces conflicts in the relationship between board and CEO. We explore the model through a comparative participant observation study of 11 supervisory boards in action. The results show that while low levels of relationship conflict are typically considered a sign of a well-functioning board, the avoidance of relationship conflict negatively impacts board task performance and may lead to ‘cognitive blindness’. Boards of directors should manage—rather than avoid—relationship conflict. Based on our findings, we suggest an extended model of conflict in boards that takes into account the negative effect of conflict avoidance. Corporate governance Board dynamics Board processes Relationship conflict Task conflict Conflict avoidance Board of directors Board task performance Heemskerk, Klaas aut Wats, Margrietha M. aut Enthalten in Journal of management & governance Springer US, 1997 21(2016), 1 vom: 21. Jan., Seite 233-263 (DE-627)225963566 (DE-600)1375940-1 (DE-576)066430267 1385-3457 nnns volume:21 year:2016 number:1 day:21 month:01 pages:233-263 https://doi.org/10.1007/s10997-015-9339-8 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 GBV_ILN_4012 AR 21 2016 1 21 01 233-263 |
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10.1007/s10997-015-9339-8 doi (DE-627)OLC205106850X (DE-He213)s10997-015-9339-8-p DE-627 ger DE-627 rakwb eng 650 VZ 3,2 ssgn Heemskerk, Eelke M. verfasserin aut Conflict in the boardroom: a participant observation study of supervisory board dynamics 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © The Author(s) 2016 Abstract We develop a conflict-oriented model of board task performance and argue that a common framework, that is, a shared understanding of its role, helps boards to perform well. Conflict is the mediating effect through which this plays out. We posit that a common framework increases board task performance because it reduces intragroup relationship conflicts, increases task conflicts within the board, and reduces conflicts in the relationship between board and CEO. We explore the model through a comparative participant observation study of 11 supervisory boards in action. The results show that while low levels of relationship conflict are typically considered a sign of a well-functioning board, the avoidance of relationship conflict negatively impacts board task performance and may lead to ‘cognitive blindness’. Boards of directors should manage—rather than avoid—relationship conflict. Based on our findings, we suggest an extended model of conflict in boards that takes into account the negative effect of conflict avoidance. Corporate governance Board dynamics Board processes Relationship conflict Task conflict Conflict avoidance Board of directors Board task performance Heemskerk, Klaas aut Wats, Margrietha M. aut Enthalten in Journal of management & governance Springer US, 1997 21(2016), 1 vom: 21. Jan., Seite 233-263 (DE-627)225963566 (DE-600)1375940-1 (DE-576)066430267 1385-3457 nnns volume:21 year:2016 number:1 day:21 month:01 pages:233-263 https://doi.org/10.1007/s10997-015-9339-8 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 GBV_ILN_4012 AR 21 2016 1 21 01 233-263 |
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10.1007/s10997-015-9339-8 doi (DE-627)OLC205106850X (DE-He213)s10997-015-9339-8-p DE-627 ger DE-627 rakwb eng 650 VZ 3,2 ssgn Heemskerk, Eelke M. verfasserin aut Conflict in the boardroom: a participant observation study of supervisory board dynamics 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © The Author(s) 2016 Abstract We develop a conflict-oriented model of board task performance and argue that a common framework, that is, a shared understanding of its role, helps boards to perform well. Conflict is the mediating effect through which this plays out. We posit that a common framework increases board task performance because it reduces intragroup relationship conflicts, increases task conflicts within the board, and reduces conflicts in the relationship between board and CEO. We explore the model through a comparative participant observation study of 11 supervisory boards in action. The results show that while low levels of relationship conflict are typically considered a sign of a well-functioning board, the avoidance of relationship conflict negatively impacts board task performance and may lead to ‘cognitive blindness’. Boards of directors should manage—rather than avoid—relationship conflict. Based on our findings, we suggest an extended model of conflict in boards that takes into account the negative effect of conflict avoidance. Corporate governance Board dynamics Board processes Relationship conflict Task conflict Conflict avoidance Board of directors Board task performance Heemskerk, Klaas aut Wats, Margrietha M. aut Enthalten in Journal of management & governance Springer US, 1997 21(2016), 1 vom: 21. Jan., Seite 233-263 (DE-627)225963566 (DE-600)1375940-1 (DE-576)066430267 1385-3457 nnns volume:21 year:2016 number:1 day:21 month:01 pages:233-263 https://doi.org/10.1007/s10997-015-9339-8 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 GBV_ILN_4012 AR 21 2016 1 21 01 233-263 |
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10.1007/s10997-015-9339-8 doi (DE-627)OLC205106850X (DE-He213)s10997-015-9339-8-p DE-627 ger DE-627 rakwb eng 650 VZ 3,2 ssgn Heemskerk, Eelke M. verfasserin aut Conflict in the boardroom: a participant observation study of supervisory board dynamics 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © The Author(s) 2016 Abstract We develop a conflict-oriented model of board task performance and argue that a common framework, that is, a shared understanding of its role, helps boards to perform well. Conflict is the mediating effect through which this plays out. We posit that a common framework increases board task performance because it reduces intragroup relationship conflicts, increases task conflicts within the board, and reduces conflicts in the relationship between board and CEO. We explore the model through a comparative participant observation study of 11 supervisory boards in action. The results show that while low levels of relationship conflict are typically considered a sign of a well-functioning board, the avoidance of relationship conflict negatively impacts board task performance and may lead to ‘cognitive blindness’. Boards of directors should manage—rather than avoid—relationship conflict. Based on our findings, we suggest an extended model of conflict in boards that takes into account the negative effect of conflict avoidance. Corporate governance Board dynamics Board processes Relationship conflict Task conflict Conflict avoidance Board of directors Board task performance Heemskerk, Klaas aut Wats, Margrietha M. aut Enthalten in Journal of management & governance Springer US, 1997 21(2016), 1 vom: 21. Jan., Seite 233-263 (DE-627)225963566 (DE-600)1375940-1 (DE-576)066430267 1385-3457 nnns volume:21 year:2016 number:1 day:21 month:01 pages:233-263 https://doi.org/10.1007/s10997-015-9339-8 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 GBV_ILN_4012 AR 21 2016 1 21 01 233-263 |
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Abstract We develop a conflict-oriented model of board task performance and argue that a common framework, that is, a shared understanding of its role, helps boards to perform well. Conflict is the mediating effect through which this plays out. We posit that a common framework increases board task performance because it reduces intragroup relationship conflicts, increases task conflicts within the board, and reduces conflicts in the relationship between board and CEO. We explore the model through a comparative participant observation study of 11 supervisory boards in action. The results show that while low levels of relationship conflict are typically considered a sign of a well-functioning board, the avoidance of relationship conflict negatively impacts board task performance and may lead to ‘cognitive blindness’. Boards of directors should manage—rather than avoid—relationship conflict. Based on our findings, we suggest an extended model of conflict in boards that takes into account the negative effect of conflict avoidance. © The Author(s) 2016 |
| abstractGer |
Abstract We develop a conflict-oriented model of board task performance and argue that a common framework, that is, a shared understanding of its role, helps boards to perform well. Conflict is the mediating effect through which this plays out. We posit that a common framework increases board task performance because it reduces intragroup relationship conflicts, increases task conflicts within the board, and reduces conflicts in the relationship between board and CEO. We explore the model through a comparative participant observation study of 11 supervisory boards in action. The results show that while low levels of relationship conflict are typically considered a sign of a well-functioning board, the avoidance of relationship conflict negatively impacts board task performance and may lead to ‘cognitive blindness’. Boards of directors should manage—rather than avoid—relationship conflict. Based on our findings, we suggest an extended model of conflict in boards that takes into account the negative effect of conflict avoidance. © The Author(s) 2016 |
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Abstract We develop a conflict-oriented model of board task performance and argue that a common framework, that is, a shared understanding of its role, helps boards to perform well. Conflict is the mediating effect through which this plays out. We posit that a common framework increases board task performance because it reduces intragroup relationship conflicts, increases task conflicts within the board, and reduces conflicts in the relationship between board and CEO. We explore the model through a comparative participant observation study of 11 supervisory boards in action. The results show that while low levels of relationship conflict are typically considered a sign of a well-functioning board, the avoidance of relationship conflict negatively impacts board task performance and may lead to ‘cognitive blindness’. Boards of directors should manage—rather than avoid—relationship conflict. Based on our findings, we suggest an extended model of conflict in boards that takes into account the negative effect of conflict avoidance. © The Author(s) 2016 |
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Conflict in the boardroom: a participant observation study of supervisory board dynamics |
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https://doi.org/10.1007/s10997-015-9339-8 |
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Heemskerk, Klaas Wats, Margrietha M. |
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Heemskerk, Klaas Wats, Margrietha M. |
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10.1007/s10997-015-9339-8 |
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2024-07-04T03:30:53.895Z |
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