2005/01/01 by William Brown, William A. Brown · 7 citations
Business, Management and Accounting · Social Sciences · #Gender Diversity and Inequality #Job Satisfaction and Organizational Behavior #Nonprofit Sector and Volunteering
paper · doi:10.1002/nml.71
openalex publication_date 2005/01/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/30
Note: This study investigated six dimensions of effective board performance, as suggested by Chait, Holland, and Taylor (1991), in relation to three theoretical explanations (agency theory, resource dependency theory, and group/decision process theory) of how board governance activities potentially influence organizational performance. Survey research findings revealed that strategic contributions from the board are more robust in organizations with higher financial performance. In addition, organizations that are judged to be higher performing also reported having high-performing boards across all dimensions. In particular, the interpersonal dimension provided a unique explanation of judgments of organizational performance.