Publication

Who's the Boss at the Top? A Micro-Level Analysis of Director Expertise, Status and Conformity Within Boards

Veltrop, D. B., Molleman, E., Hooghiemstra, R. B. H. & van Ees, H., Nov-2017, In : Journal of Management Studies. 54, 7, p. 1079-1110 32 p.

Research output: Contribution to journalArticleAcademicpeer-review

APA

Veltrop, D. B., Molleman, E., Hooghiemstra, R. B. H., & van Ees, H. (2017). Who's the Boss at the Top? A Micro-Level Analysis of Director Expertise, Status and Conformity Within Boards. Journal of Management Studies, 54(7), 1079-1110. https://doi.org/10.1111/joms.12276

Author

Veltrop, Dennis B. ; Molleman, Eric ; Hooghiemstra, Reggy B. H. ; van Ees, Hans. / Who's the Boss at the Top? A Micro-Level Analysis of Director Expertise, Status and Conformity Within Boards. In: Journal of Management Studies. 2017 ; Vol. 54, No. 7. pp. 1079-1110.

Harvard

Veltrop, DB, Molleman, E, Hooghiemstra, RBH & van Ees, H 2017, 'Who's the Boss at the Top? A Micro-Level Analysis of Director Expertise, Status and Conformity Within Boards' Journal of Management Studies, vol. 54, no. 7, pp. 1079-1110. https://doi.org/10.1111/joms.12276

Standard

Who's the Boss at the Top? A Micro-Level Analysis of Director Expertise, Status and Conformity Within Boards. / Veltrop, Dennis B.; Molleman, Eric; Hooghiemstra, Reggy B. H.; van Ees, Hans.

In: Journal of Management Studies, Vol. 54, No. 7, 11.2017, p. 1079-1110.

Research output: Contribution to journalArticleAcademicpeer-review

Vancouver

Veltrop DB, Molleman E, Hooghiemstra RBH, van Ees H. Who's the Boss at the Top? A Micro-Level Analysis of Director Expertise, Status and Conformity Within Boards. Journal of Management Studies. 2017 Nov;54(7):1079-1110. https://doi.org/10.1111/joms.12276


BibTeX

@article{db4bd30252e74c37a5503f6bb92ce50a,
title = "Who's the Boss at the Top? A Micro-Level Analysis of Director Expertise, Status and Conformity Within Boards",
abstract = "In this paper we address how director expertise impacts a director's social status and conformity within the board. Our results, derived from two unique multi-source datasets of peer ratings on director status and conformity of non-executive directors from Dutch organizations, indicate that industry-specific expertise and financial expertise differently impact directors' social status and influence within the board. We find that directors' individual performance orientation - the motivation to demonstrate expertise - acts as an important contingency for expertise to increase directors' status within the board. Additional analyses using archival data and interviews with non-executive directors substantiate our findings and provide additional insight into the dynamics operating within boards. This study extends existing research on boards of directors and provides unique micro-level insights into the boardroom dynamics that connect director expertise to director status and conformity within boards.",
keywords = "conformity, expertise, individual performance orientation, non-executive directors, social status, FINANCIAL-REPORTING QUALITY, STRATEGIC DECISION-MAKING, CORPORATE GOVERNANCE, GOAL ORIENTATION, AUDIT COMMITTEES, SOCIAL-INFLUENCE, INTERRATER RELIABILITY, INFLUENCE TACTICS, NETWORK TIES, FACE GROUPS",
author = "Veltrop, {Dennis B.} and Eric Molleman and Hooghiemstra, {Reggy B. H.} and {van Ees}, Hans",
year = "2017",
month = "11",
doi = "10.1111/joms.12276",
language = "English",
volume = "54",
pages = "1079--1110",
journal = "Journal of Management Studies",
issn = "0022-2380",
publisher = "Wiley-Blackwell",
number = "7",

}

RIS

TY - JOUR

T1 - Who's the Boss at the Top? A Micro-Level Analysis of Director Expertise, Status and Conformity Within Boards

AU - Veltrop, Dennis B.

AU - Molleman, Eric

AU - Hooghiemstra, Reggy B. H.

AU - van Ees, Hans

PY - 2017/11

Y1 - 2017/11

N2 - In this paper we address how director expertise impacts a director's social status and conformity within the board. Our results, derived from two unique multi-source datasets of peer ratings on director status and conformity of non-executive directors from Dutch organizations, indicate that industry-specific expertise and financial expertise differently impact directors' social status and influence within the board. We find that directors' individual performance orientation - the motivation to demonstrate expertise - acts as an important contingency for expertise to increase directors' status within the board. Additional analyses using archival data and interviews with non-executive directors substantiate our findings and provide additional insight into the dynamics operating within boards. This study extends existing research on boards of directors and provides unique micro-level insights into the boardroom dynamics that connect director expertise to director status and conformity within boards.

AB - In this paper we address how director expertise impacts a director's social status and conformity within the board. Our results, derived from two unique multi-source datasets of peer ratings on director status and conformity of non-executive directors from Dutch organizations, indicate that industry-specific expertise and financial expertise differently impact directors' social status and influence within the board. We find that directors' individual performance orientation - the motivation to demonstrate expertise - acts as an important contingency for expertise to increase directors' status within the board. Additional analyses using archival data and interviews with non-executive directors substantiate our findings and provide additional insight into the dynamics operating within boards. This study extends existing research on boards of directors and provides unique micro-level insights into the boardroom dynamics that connect director expertise to director status and conformity within boards.

KW - conformity

KW - expertise

KW - individual performance orientation

KW - non-executive directors

KW - social status

KW - FINANCIAL-REPORTING QUALITY

KW - STRATEGIC DECISION-MAKING

KW - CORPORATE GOVERNANCE

KW - GOAL ORIENTATION

KW - AUDIT COMMITTEES

KW - SOCIAL-INFLUENCE

KW - INTERRATER RELIABILITY

KW - INFLUENCE TACTICS

KW - NETWORK TIES

KW - FACE GROUPS

U2 - 10.1111/joms.12276

DO - 10.1111/joms.12276

M3 - Article

VL - 54

SP - 1079

EP - 1110

JO - Journal of Management Studies

JF - Journal of Management Studies

SN - 0022-2380

IS - 7

ER -

ID: 47712844