The effects of board size and diversity on strategic change

Jerry D. Goodstein · Kanak S. Gautam · Warren Boeker

1,258 citations0/0 files storedStrategic Management Journal

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Corporate Finance and Governance Gender Diversity and Inequality Organizational Management and Leadership

Abstract

Abstract This study examines an important potential conflict between the institutional, governance, and strategic functions of boards. We specifically test how higher levels of board size and diversity, traditionally associated with optimal institutional and governance performance of boards, affect the boards ability to initiate strategic changes during periods of environmental turbulence. Our findings suggest that board diversity, in particular, may be a significant constraint on strategic change.

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References

2011External Control of Organizations: Resource Dependence Perspective 1976Markets and Hierarchies: Analysis and Antitrust Implications.1972Size and Composition of Corporate Boards of Directors: The Organization and its Environment 1985Corporate Governance and the Board of Directors: Performance Effects of Changes in Board Composition 1990The Composition of Boards of Directors and Strategic Control: Effects on Corporate Strategy 1992BOARD COMPOSITION FROM A STRATEGIC CONTINGENCY PERSPECTIVE

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1996Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups 2009A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature 1996Boards of Directors: A Review and Research Agenda 2001Toward a Descriptive Stakeholder Theory: An Organizational Life Cycle Approach 2006Corporate Governance Structure and Performance of Malaysian Listed Companies 2015Board Composition and Corporate Social Responsibility: The Role of Diversity, Gender, Strategy and Decision Making 2009

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