Board Composition and Stakeholder Performance: Do Stakeholder Directors Make a Difference?

2001/09/01 by Amy J. Hillman, Gerald D. Keim, Rebecca A. Luce · 3 citations
Business, Management and Accounting · #Corporate Social Responsibility Reporting #Corporate Finance and Governance #Auditing, Earnings Management, Governance

paper · doi:10.1177/000765030104000304

Abstract

In this article, we examine the link between board composition and an enterprise strategy outcome, stakeholder relations. Because a firm’s enterprise strategy is set at the highest level of the organization, we expect the presence of stakeholder directors (suppliers, customers, employees, and community representatives) to be positively associated with stakeholder performance.Results from an analysis of 3,268 board members representing 250 firms are discussed in the context of both corporate governance and stakeholder management literatures.

Citations

• The Resource Dependence Role of Corporate Directors: Strategic Adaptation of Board Composition in Response to Environmental Change
• The External Control of Organizations. A Resource Dependence Perspective.

Cited by

• Green Governance: Boards of Directors’ Composition and Environmental Corporate Social Responsibility
• Firm-stakeholder tension as an antecedent of female board representation in the Middle East and North Africa
• Board development practices and competent board members: Implications for performance

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