The DOI matches its Crossref record; 55 of the 55 references it cites were found in a registry or an index.
BOARD COMPOSITION FROM A STRATEGIC CONTINGENCY PERSPECTIVE
Abstract
This study examined the association between corporations’environments, strategies, and past performance and the composition of their boards of directors as measured by size and outside director representation. The environment, strategy and past performance were viewed as posing a strategic contingency; each of these sets could determine the success or failure of the company. Data on 119 Fortune 500 industrial companies for the 1983‐9 period were used. Canonical analysis showed that increased uncertainty of a firm's environment, use of external growth and diversification; reliance on leverage as a means of finance, and poor past financial performance were associated with large board size and increased outside representation in subsequent years. Most important, board composition was positively associated with future measurements of corporate financial performance.
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Cites
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Strategic Factor Markets: Expectations, Luck, and Business Strategy
Barney, J. B. (1986) · Management Science · doi:10.1287/mnsc.32.10.1231 · Cited by 5,548
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Self-citationStrategy, structure, and economic performance
Rumelt, R. P. (1974) · Cited by 2,379
Cited by
The effects of board size and diversity on strategic change
Goodstein, J., Gautam, K., & Boeker, W. (1994) · Strategic Management Journal · doi:10.1002/smj.4250150305 · Cited by 1,258
The Contribution of Women on Boards of Directors: Going beyond the Surface
Nielsen, S., & Huse, M. (2010) · Corporate Governance: An International Review · doi:10.1111/j.1467-8683.2010.00784.x · Cited by 1,162
Board gender diversity and environmental performance: An industries perspective
Lu, J., & Herremans, I. M. (2019) · Business Strategy and the Environment · doi:10.1002/bse.2326 · Cited by 365
Corporate Governance and Tobin's Q as a Measure of Organizational Performance
Singh, S., Tabassum, N., Darwish, T. K., & Batsakis, G. (2018) · British Journal of Management · doi:10.1111/1467-8551.12237 · Cited by 308
Cash holdings and firm performance relationship: Do firm-specific factors matter?
Yun, J., Ahmad, H., Jebran, K., & Muhammad, S. (2021) · Economic Research-Ekonomska Istraživanja · doi:10.1080/1331677x.2020.1823241 · Cited by 53
Metadata
- Authors
- Pearce, J. A., & Zahra, S. A.
- Venue
- Journal of Management Studies
- Publisher
- Wiley
- Published
- 1992-07
- Volume
- 29
- Issue
- 4
- Pages
- 411-438
- ISSN
- 0022-2380 (ISSN-L)
- 1467-6486
- OpenAlex
- W2120463276
- Cited by
- 1,252
- References
- 55
- FWCI
- 25.16
- Type
- journal article
- Language
- en
- Open access
- closed
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- Pearce, J. A., & Zahra, S. A. (1992). BOARD COMPOSITION FROM A STRATEGIC CONTINGENCY PERSPECTIVE. Journal of Management Studies. https://doi.org/10.1111/j.1467-6486.1992.tb00672.x
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
