(مقالات این شماره فصلنامه، به مقالات منتخب سیزدهمین کنفرانس بین المللی مدیریت اختصاص یافته است.)شناسایی مکانیزم‌های تاثیرگذاری ترکیب هیئت‌مدیره بر شیوه‌ی اسناددهی نتیجه‌ عملکرد

نوع مقاله: مقاله مستقل

نویسندگان

1 دانشجوی کارشناسی‌ارشد مدیریت MBA؛ دانشگاه صنعتی شریف

2 دانشیاردانشکده‌ی مدیریت و اقتصاد؛ دانشگاه صنعتی شریف

چکیده

در این مقاله مکانیزم­های تاثیرگذاری ترکیب اعضای هیئت­مدیره از لحاظ ترکیب هیئت‌مدیره از منظر موظف بودن اعضا بر روی شیوه­ی اسناددهی جمعی در هیئت­مدیره مورد مطالعه قرار گرفته است. برای مطالعه­ی این موضوع، تفاوت ارائه­ی اطلاعات و قضاوت­­های اسناددهی اعضای موظف و غیرموظف و چگونگی شکل­گیری اسناددهی جمعی هیئت­مدیره در مورد یک رویداد مشخص در یک شرکت در صنعت مخابرات موردکاوی شده­است. داده­های این موردکاوی از طریق مصاحبه­ی نیمه ­ساختاریافته با تمامی اعضای هیئت­مدیره­ی آن شرکت جمع­آوری شده و از طریق کد گذاری و تحلیل روابط بین کدها بررسی شده است. نتیجه­ی این موردکاوی نشان می­دهد که اعضای موظف و غیرموظف این شرکت مجموعه­ی متفاوتی از متغیرهای کسب­وکار را تحت کنترل و نفوذ خود می­پندارند، و بر اساس همین حوزه­ی کنترل درک­شده­شان اطلاعات را بر می­گزینند و قضاوت اسناددهی شخصی­شان را شکل می­دهند. در مرحله­ی تضارب آراء و قضاوت­های اعضا نیز اعضایی که قدرت مقبولیت بالاتری داشته­اند، تاثیر بیشتری بر جمع­بندی و توافق اعضا بر روی یک اسناددهی جمعی گذاشته­اند.

کلیدواژه‌ها


عنوان مقاله [English]

Identification of influence mechanisms of executive/non-executive board composition on board’s attribution about firm performance

نویسندگان [English]

  • Hamed Helali 1
  • Seyyed Babak Alavi 2
چکیده [English]

This article intends to identify the influence mechanisms of executive/non-executive board composition, on board attribution about firm performance. To this end, the case study method was chosen. In the case study, each member’s causal interpretation of a critical incident, how executives and non-executives think differently, and their process of coming to a collectively agreed attribution was investigated. Data was gathered through semi-structured interviews with all members of the board and was analyzed using qualitative techniques. According to the results, board of directors’ collective attribution formation process can be divided into three stages of members’ expression of perceived information and facts at board meetings, forming the individual judgments of members, and at last, agreement on the collectively admitted attribution. We found that individual attribution judgments are directed by members’ perceived scope of control, and this perceived scope of control may differ systematically in executive and non-executive members. At the stage of agreement on a collective attribution, board members’ referent power determines the weight of their judgments in the collective attribution

کلیدواژه‌ها [English]

  • Corporate Governance
  • Board Configuration
  • Attribution Theory
  • Collective Cognition
  • Organizational Learning
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