Collaboration in the boardroom: behavioral and performance consequences of CEO-board social ties

Article Abstract:

Research was conducted to examine the effects of social ties between a board and CEO on management. The objective as to test the hypothesis that board independence from management improves board effectiveness in administering organizations. A comprehensive data set that integrates CEO compensation, longitudinal archival data on board structure and performance with survey information was used to test the theoretical framework. Results were in good agreement with the hypothesis showing an interaction between incentive alignment and social ties on advice interactions and board monitoring.

Management, Corporate directors, Corporations, Chief executive officers

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Identity confirmation networks and cooperation in work groups

Article Abstract:

The field-study, which integrates social psychological and network theory, demonstrates a positive association between identity conformation-based networks and cooperation and performance in work groups. It has been observed that advantageous positions in identity conformation networks enhanced performance through greater cooperation and identity confirmation mediated effects of race-based diversity.

United States, Industrial cooperation

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Revisiting burns and stalker: Formal structure and new venture performance in emerging economic sectors

Article Abstract:

The effects of formal structure on the performance of new ventures in the emergent Internet sector during the years 1996-2001 is examined. The limits of Burns and Stalker's conventional wisdom is being explored by examining how structural features influence performance during the earliest phase of organizational existence in a turbulent setting assumed to be inhospitable to mechanistic structure.

Operations Research, Management research, Organizational effectiveness

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