This project aims to explore board-level attributes that favor board monitoring and resource provisioning tasks. While theoretical works (Hillman & Dalziel 2003) identify separate individual directors' attributes as predictors of monitoring (e.g. independence) or resource provisioning (e.g. background knowledge and connections), empirical evidence shows a high overlap between the two tasks (e.g. Minichilli et al 2012; Pugliese et al 2014). This counter-intuitive phenomenon is known as the 'paradox of control and collaboration' within boards (Sundaramurthy & Lewis 2003).
The project will rely on in-depth observations of board meetings conducted at eight different organisations. This unique source of data will be analysed jointly with interviews with directors and documentary evidence. A mix-method approach will be employed to test the relationships and then uncover the underlying mechanisms.
The objective of the project is to explore how boards discharge the two tasks by using a board-level unit of analysis.
We seek to address these questions:
- are board monitoring resource provision an individual-level or a board-level task?
- what is the interplay between individuals and the group?
If you have questions about: