Board Composition from Adolescence to Maturity: A Multitheoretic View

By M. D. Lynall, Brian R. Golden, Amy J. Hillman. 2003

531 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/77ddacc3a8cc4be4a58603cecac9a67ae712d965

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Citations in the corpus

Private Firms and Corporate Governance: An Integrated Economic and Management Perspective (2007, background): “2006), and firms in various life-cycle phases (Lynall et al., 2003; Vanaelst et al., 2006) examines both the structure of boards and their processes.”
An Organizational Approach to Comparative Corporate Governance: Costs, Contingencies, and Complementarities (2008, unknown): “Different aspects of the organization and its environment may also impact the role of governance practices, such as shifts in the role of the corporate board over the life cycle of companies (Hillman and Dalziel 2003; Lynall et al. 2003).”
CEO Tenure in Taiwanese Family and Nonfamily Firms: An Agency Theory Perspective (2006, background): “Lynall, Golden, and Hillman (2003) argued that various corporate governance theories will have differential applicability to board composition across the stages of the organizational life cycle and depend on the relative power of the CEO.”
An Integrated Agency-Resource Dependence View of the Influence of Directors' Human and Relational Capital on Firms' R&D Spending (2011, background): “…and investment bankers to the board often occurs at early stages of a firm’s development, our work confirms theory suggesting that the appointment of directors in the entrepreneurial stage of a firm’s development has lasting effects on the firm’s strategic direction (Lynall et al., 2003).”
‘Types’ of private family firms: an exploratory conceptual and empirical analysis (2007, background): “Corporate governance (Huse 2000, Lynall et al. 2003) and ownership transfer and succession issues relating to private firms are also attracting academic and practitioner attention (Handler 1994, Morris et al. 1996, 1997, Birley et al. 1999, Bjuggren and Sund 2001, Sharma et al. 2003, Westhead 2003,…”
Toward a Behavioral Theory of Boards and Corporate Governance (2009, background): “…coalitions and actors may in turn be contingent upon the different stages of the firm’s development (Huse, 1998; Zahra and Filatotchev, 2004), and board composition may reflect the wider power relationships between internal and external actors at the time of board formation (Lynall et al., 2003).”
Resource Dependence Theory: A Review (2009, background): “Some integrate RDT with an institutional theory perspective (Oliver, 1990), whereas others offer meta-theoretical views of organizations combining RDT with multiple theoretical frameworks (e.g., Lynall et al., 2003; Ulrich & Barney, 1984).”
Pluralistic Ignorance in Corporate Boards and Firms' Strategic Persistence in Response to Low Firm Performance (2005, background): “…effect on corporate strategy, and recent survey research does not suggest that independent directors are any more likely than non-independent directors to challenge top managers on strategic issues (for reviews, see Bhagat and Black, 1998; Westphal, 1998; Lynall, Golden, and Hillman, 2003).”