Directors' Multiple Identities, Identification, and Board Monitoring and Resource Provision

It is proposed that directors' strength of identification with multiple identities affects the extent to which they engage in monitoring and resource provision.

Abstract

Scholars and practitioners are interested in board effectiveness, yet we know relatively little about directors' engagement in the boardroom. We integrate identity theory and social identity theory research with literature on board monitoring and resource provision to model how directors' multiple identities affect their behavior. We propose that directors' strength of identification with multiple identities affects the extent to which they engage in monitoring and resource provision. We discuss implications for corporate governance research and practice.