David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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International Journal of Business Governance and Ethics 4 (1):79 (2008)
Directors rate integrity as having the greatest impact on successful Board performance. Yet, no shared meaning exists about what integrity means because it is dependent on one's personal values. This paper builds on research into integrity and top teams by investigating how integrity varies by director's personal values and implications for the Board agenda. It will explore how executives' and directors' definitions of integrity are based on their values, beliefs and underlying needs. Data from UK society was collected from 500 UK adults, aged 18 and over. Results of the research found that definitions of integrity vary by ones value system. Implications include that what director's mean by integrity differs substantially from other employees with different values. Recommendations include re-focusing the Board agenda on issues that resonate with the director's personal values. A passionate Board requires integrity plus action; action without integrity equals indifference
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