Director identities and the role of the board in organizational turnaround
Conference Paper
Overview
Overview
abstract
We develop theory about the role of the boards of directors in organizational turnaround by integrating insights from organizational behavior regarding the effect of individual's multiple identities on behavior. Specifically, we propose the strength of directors' identification with the organization, being a CEO, being a director, shareholders and customers/suppliers will influence the likelihood of organizational turnaround. The influence of directors' multiple identities, however, will influence turnaround differentially across the stages of decline, suggesting implications for changes to board composition that will facilitate turnaround.
