The Other Pathway to the Boardroom: Interpersonal Influence Behavior as a Substitute for Elite Credentials and Majority Status in Obtaining Board Appointments

By James D. Westphal, Ithai Stern. 2006

322 citations recorded by the source corpus.

Subfields: Accounting, Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2565bfd9cb4af3bf478aeb166efa14bb70c7c793

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Citations in the corpus

Corporate Board Attributes, Team Effectiveness and Financial Performance (2009, unknown): “Thus, following previous studies of boards of directors, we also controlled for CEO duality (e.g., Rechner and Dalton, 1991), board tenure defined as average director tenure (e.g., Kesner, 1988; Westphal and Stern, 2006), and board age defined as average director age (e.g., Wagner et al., 1984).”
The Monitoring Role of Female Directors Over Accounting Quality (2017, unknown): “This is the case of corporate directorships (Bilimoria and Piderit, 1994; Westphal and Stern, 2006, 2007), positions in biomedical research (Wenneras and Wold, 1997), or in leading symphony orchestras (Goldin and Rouse, 2000).”
Toward a Behavioral Theory of Boards and Corporate Governance (2009, unknown): “…social ties, demographic similarity, and timing of directors’ appointment affect power and politics in the upper echelon of the organization (Finkelstein and D’Aveni, 1994; Westphal and Zajac, 1995; Zajac and Westphal, 1996a; Westphal, 1999; Westphal and Bednar, 2005; Westphal and Stern, 2006).”
BOARD INFORMAL HIERARCHY AND FIRM FINANCIAL PERFORMANCE: EXPLORING A TACIT STRUCTURE GUIDING BOARDROOM INTERACTIONS (2011, unknown): “Whyte (1943) observed that groups of young boys showed less interpersonal aggression when rank differences existed.”
Social Discrimination in the Corporate Elite (2013, background): “This literature has tended to focus on whether and how members of demographic minority groups, including female managers and racial minorities, are disadvantaged in gaining top executive positions and board appointments and in ascending to high-status positions in the corporate elite (Hitt and Barr,”
On the internationalization of corporate boards: The case of Nordic firms (2013, unknown): “Reliance on personal networks and the role of social capital in the selection of directors is indeed supported by existing literature (Kim & Cannella, 2008; Westphal & Stern, 2006).”
National Governance System, Corporate Ownership, and Roles of Outside Directors: A Corporate Governance Bundle Perspective (2014, unknown): “For instance, prior research indicates that directors who engage in ingratiatory behavior toward dominant owners are more likely to gain recommendations for board appointments at other firms (Westphal & Stern, 2006, 2007).”
Does Diversity-Valuing Behavior Result in Diminished Performance Ratings for Non-White and Female Leaders? (2017, background): “…showing that minority and women leaders can gain access to the upper echelons of organizations through ingratiating themselves to incumbents (Westphal & Stern, 2006, 2007), downplaying their differences from incumbents (Zhu et al., 2014), and engaging in modern sexism (Watkins et al., 2006).”
The Influence of Entrepreneurs’ Credentials and Impression Management Behaviors on Perceptions of New Venture Legitimacy (2012, background): “…are realized (i.e., credentials meet expectations), individuals may be able to convert this capital into “economic capital” (Bourdieu), through, for example, appointments to boards of directors (Westphal & Stern, 2006, 2007) or employment in upper corporate managerial positions (Useem & Karabel).”
How much prestige is enough? Assessing the value of multiple types of high-status affiliates for young firms (2010, background): “…et al., 2001;Gerhart andRynes, 2003), corporate governance (Davis et al., 2003; Finkelstein and Hambrick, 1996; Gimeno et al., 1997; Hillman, 2005; Westphal and Stern, 2006) and economic sociology (Pfeffer and Salancik,1978; Stearns andMizruchi,1993a,b) discuss howexecutives' and directors' human…”
Recategorization into the In-group (2014, background): “…including gender, ethnicity, age, educational background, functional areas of expertise, top executive experience, and industry background (Domhoff, 2002; Hillman, Cannella, and Harris, 2002; Westphal and Stern, 2006; Peterson, Philpot, and O’Shaughnessy, 2007; Adams and Ferreira, 2009).”
A Multi-Level Review of Impression Management Motives and Behaviors (2008, background): “In the first article, they found that IM by top managers targeted at their CEOs increased the likelihood of obtaining board appointments at companies where the CEO was a director or was indirectly connected (Westphal & Stern, 2006).”