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Corporate Governance and Paradoxical Tensions: Leadership Dynamics Through Facet Theory
International Studies of Management & Organization ( IF 1.1 ) Pub Date : 2019-06-25 , DOI: 10.1080/00208825.2019.1623982
Esther Solomon 1 , Morten Huse 2
Affiliation  

Abstract Relying on a sample of 841 respondents who are board members of Norwegian firms, this study applied Dr. Guttman’s Facet Theory along with nonmetric multidimensional scaling to propose and empirically test structural hypotheses about perceptions of boardroom dynamics. The application of this formal methodology to studying corporate governance processes offers unique insights into leadership dynamics and paradoxical tensions as board members experience them in the boardroom. A facet framework defining the content universe formed the basis for facet profile configurations expressing classes of boardroom dynamics. Results overall confirmed the structural hypotheses and the lawfulness of a radex structure representing boardroom processes. Three facets differentiated among classes of boardroom processes in terms of whether they represent opportunities or threats for cooperation, board asserting or acquiescing roles, and approaching or distancing orientations. These facets represented the qualitative differentiation and jointly played the polarizing role, while a fourth ordered facet on specificity played the modulator role. Director’s perceptions of shared leadership and monitoring comprise enabling orientations and are differentiated from inhibiting orientations that include dominating leadership and biases. The findings have implications for director’s motivation and ability to engage in their monitoring and resource provision roles, or alternatively, contribute to governance inertia.

中文翻译:

公司治理与矛盾张力:基于面理论的领导力动态

摘要该研究以挪威公司董事会成员的841名受访者为样本,结合了Guttman博士的Facet理论和非度量多维标度,提出并通过实证检验了有关董事会动态感知的结构假设。这种正式方法论在研究公司治理过程中的应用为董事会成员在董事会中体验领导力动态和矛盾矛盾提供了独特的见解。定义内容Universe的构面框架构成了构面配置文件的基础,这些配置文件表达了董事会动态的类别。总体而言,结果证实了代表董事会进程的radex结构的结构假设和合法性。董事会流程类别在代表合作机会还是威胁,董事会主张或担任角色,接近或偏离方向等方面分为三个方面。这些方面代表了质的分化,共同发挥了极化作用,而特异性的第四个有序方面则发挥了调节剂的作用。董事对共同领导和监督的看法包括扶持性导向,与抑制性导向(包括主导性领导和偏见)有所区别。这些发现对董事的动机和能力产生了影响,他们参与了他们的监督和资源提供角色,或者有助于治理惰性。以及接近或偏离方向。这些方面代表了质的分化,共同发挥了极化作用,而特异性的第四个有序方面则发挥了调节剂的作用。董事对共同领导和监督的看法包括扶持性导向,与抑制性导向(包括主导性领导和偏见)有所区别。这些发现对董事的动机和能力产生了影响,他们参与了他们的监督和资源提供角色,或者有助于治理惰性。以及接近或偏离方向。这些方面代表了质的分化,共同发挥了极化作用,而特异性的第四个有序方面则发挥了调节剂的作用。董事对于共同领导和监督的看法包括扶持性导向,与抑制性导向(包括主导性领导和偏见)有所区别。这些发现对董事的动机和能力产生了影响,他们参与了他们的监督和资源提供角色,或者有助于治理惰性。董事对共同领导和监督的看法包括扶持性导向,与抑制性导向(包括主导性领导和偏见)有所区别。这些发现对董事的动机和能力产生了影响,他们参与了他们的监督和资源提供角色,或者有助于治理惰性。董事对共同领导和监督的看法包括扶持性导向,与抑制性导向(包括主导性领导和偏见)有所区别。这些发现对董事的动机和能力产生了影响,他们参与了他们的监督和资源提供角色,或者有助于治理惰性。
更新日期:2019-06-25
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