Directors' Multiple Identities, Identification, and Board Monitoring and Resource Provision

By Amy J. Hillman, Gavin Nicholson, Christine Shropshire. Organ. Sci., 2008

326 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/c098a9043223bf85a12bf088bbbf7b12b372d839

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Citations in the corpus

Leveraging customers’ multiple identities: identity synergy as a driver of organizational identification (2012, background): “In contrast, when an organization is perceived as offering little synergy with other important social identities, conflicting and competing demands can create role strain and have negative effects on an individual’s life ( Hillman et al. 2008 ).”
New Directions in Corporate Governance Research (2008, background): “The paper by Hillman et al. (2008) in this special issue raises the intriguing question of how directors’ “identities,” or how they conceive of themselves as directors, can influence their behaviors in the boardroom.”
A Tale of Two Factions: Why and When Factional Demographic Faultlines Hurt Board Performance (2015, background): “…board members as individuals and the processes operating between board members at the dyadic level of analysis may be particularly fruitful in disentangling determinants and consequences of board processes (Hillman, Nicholson, & Shropshire, 2008; Hillman, Shropshire, Certo, Dalton, & Dalton, 2011).”
Status Differentiation and the Protean Self: A Social-Cognitive Model of Unethical Behavior in Organizations (2011, background): “The more salient a role identity is to an employee, the more likely opportunities to perform the role will be sought out and the more likely a given situation will be perceived as an opportunity to perform role-specified behaviors (Hillman et al., 2008; Kreiner et al., 2006; Stryker and Serpe, 1982;”
Resource Dependence Theory: A Review (2009, background): “Hillman, Nicholson, and Shropshire (2008) model the influence of directors’ multiple identities on resource provision to understand when a director will provide advice and counsel, use their external connections, and so on.”
Does Board Gender Diversity Have a Financial Impact? Evidence Using Stock Portfolio Performance (2013, background): “Finally, some research focuses on gender diversity effectiveness on board performance, in the sense of board oversight and monitoring (Hillman et al. 2008; Adams and Ferreira 2009).”