Abstract

The purpose of this study is to explore the relationship between conflict in the boardroom and board performance in the Nordic Region. Embracing the information-processing perspective, we conceptualize board of directors as information processing systems that process large amounts of data and any type of conflict could affect their performance. Using primary data from 184 member of different boards, we conducted exploratory factor analyses of the used scales in order to confirm their proposed factor structure. After confirming their validity and reliability, hierarchical multiple regressions were applied. Results indicate that: (1) Relationship conflict has a negative effect on the performance of the board in providing strategic leadership and readiness; and (2) Process conflict negatively predicts strategic leadership. The above findings advance theoretical understanding of conflict in the boardroom and underline the need for a clear distinction between relationship conflict and process conflict since the two exist at different levels of the ‘conflict’ structure and instigated by different factors hinting different effects on board performance. Our study has several contributions to managerial practice, such as that personal friction among directors at the board meetings impacts both the strategic leadership of the board and its readiness in anticipating threats. In addition, process conflict in the boardroom may lead to misjudgments about shaping and implementing organizational strategy.

摘要

本研究的目的是探讨北欧地区董事会冲突与董事会绩效之间的关系。从信息处理的角度来看，我们将董事会概念化为处理大量数据的信息处理系统，任何类型的冲突都可能影响其绩效。使用来自不同董事会的 184 名成员的原始数据，我们对所使用的量表进行了探索性因素分析，以确认他们提出的因素结构。在确认其有效性和可靠性后，应用分层多元回归。结果表明：（1）关系冲突对董事会在提供战略领导和准备方面的绩效有负面影响；(2) 过程冲突对战略领导力有负面影响。上述发现促进了对董事会冲突的理论理解，并强调了明确区分关系冲突和流程冲突的必要性，因为两者存在于“冲突”结构的不同层次，并受到不同因素的煽动，暗示对董事会绩效的不同影响。我们的研究对管理实践有几个贡献，例如董事会会议上董事之间的个人摩擦会影响董事会的战略领导力及其预测威胁的准备情况。此外，董事会中的流程冲突可能会导致对制定和实施组织战略的错误判断。