Power and Influence in and Around the Boardroom
Human RelationsPublished 1 August 1995
Andrew Pettigrew, Terry McNulty
Citations428
SJR quartileQ1
SJR score4.15
SNIP3.35
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Abstract
This paper presents the early findings of a pilot study of the power and influence of part-time board members in the top 200 U.K. industrial and commercial firms by turnover and the top 50 U.K. financial institutions. The part-time board members hold multiple roles of either chairman and/or non-executive director of these organizations. The findings are presented around a tripartite model of power and influence. The results indicate that the power and influence of part-time board members is shaped by the simultaneous and interactive effects of a set of structural and contextual factors, position and skill in mobilizing a constellation of power sources, and skill and will in converting potential power into actual influence.
Keywords
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