dc.description.abstract |
This research examines the role and contribution of the Non Executive Director
(NED) within the corporate board. The literature identifies the NED as a boundary
spanner. Boundary spanners are believed to be essential to the fulfilment of the
firm's corporate responsibility mandate. The research specifically examines the
ability of the NED to influence corporate responsibility practices within the board,
whilst balancing the divergent expectations of different constituents. Previous
research examining the role of the NED has failed to take account of the context in
which the role is performed. Therefore an interpretive framework is developed, to
examine the individual subjective perceptions of the NED, from within the role.
Through a qualitative interpretation of 25 in-depth interviews, with individual
NEDs, the dynamic context of the boardroom emerged as a key moderator of the
their ability to make a contribution. The boundary spanning role prescribed for the
NED by some theorists emerged as problematic. The research suggests that despite
NEDs' personal expectation that they should represent a range of constituents,
within the boardroom their ability to fulfil this role is often limited by the presence
of groupthink. NEDs appear to set aside their personal beliefs in order to maintain
the status quo within the group. As a result of their unfulfilled role expectations
many NEDs appear to experience role conflict.
This research contributes to our understanding of the actual role of the NED within
the corporate board, and specifically the NED's ability to perform a boundary
spanning role. The research also informs business and society literature, by
examining how boards currently deal with issues of corporate responsibility. Finally,
the research contributes to both group and role theory, by developing current
understanding of how the complex dynamics of the group affect the individual's
ability to contribute. |
en_UK |