David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Journal of Business Ethics 118 (1):155-169 (2013)
Because of the importance of board members’ resource provision and monitoring, a substantial body of research has been devoted to ascertaining how directors can be incented to perform their responsibilities. We use social exchange theory to empirically examine how board members’ resource provision and monitoring are affected by their perceptions of the CEOs’ trustworthiness. Our findings suggest that board members’ perceptions of the CEO’s ability, benevolence, and integrity have different effects on the board members’ resource provision and monitoring. Our results further suggest that board members’ governance behaviors are moderated by the board’s performance evaluation practices
|Keywords||Directors of the board Trustworthiness Monitoring Resource provision Board evaluation|
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References found in this work BETA
Donna M. Randall & Maria F. Fernandes (1991). The Social Desirability Response Bias in Ethics Research. Journal of Business Ethics 10 (11):805 - 817.
Dan S. Chiaburu & Audrey S. Lim (2008). Manager Trustworthiness or Interactional Justice? Predicting Organizational Citizenship Behaviors. Journal of Business Ethics 83 (3):453 - 467.
Citations of this work BETA
Toru Yoshikawa & Helen Wei Hu (forthcoming). Organizational Citizenship Behaviors of Directors: An Integrated Framework of Director Role-Identity and Boardroom Structure. Journal of Business Ethics.
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