The Importance of Context and Time for Understanding Board Behavior : Some Lessons from Social Capital Research

Abstract

The core objective of this article is to draw attention to the importance of context and time for developing an understanding of and theorizing about actual board behavior. The decision-making microcosm of a board exists in a complex network of relationships between executive (inside) directors, nonexecutive (outside) directors, and multiple external and internal stakeholders. These relationships have different value and impact on shaping board behavior in various ways and at different times, yet boards are usually treated in board theorizing as static, homogeneous groups. Using the lens of social capital, this article seeks to develop and differentiate our knowledge of these relationships by drawing on qualitative data from two studies conducted over thirteen years. In conclusion, social capital furthers our understanding of the impact of external relations on the internal working of boards and also alerts us to some important implications of context and time in the development of governance theorizing. This provides a valuable warning as well as an exciting challenge for governance theorizing, as researchers seek to develop a more integrative, process-oriented perspective in order to capture the complexity of board behavior.

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