Attention Patterns in the Boardroom: How Board Composition and Processes Affect Discussion of Entrepreneurial Issues

By Christopher S. Tuggle, Karen Schnatterly, Richard A. Johnson. 2010

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What I See, What I Do (2015, background): “The literature has indeed provided certain guidance on measuring decision makers’ attention allocation directly, for example, through content analysis (Cho & Hambrick, 2006; Tuggle et al., 2010).”
A Tale of Two Factions: Why and When Factional Demographic Faultlines Hurt Board Performance (2015, background): “Consistent with research on diversity and boards of directors, we controlled for board size in all of our analyses, because group size is known to inﬂuence group dynamics (Hillman, Shropshire, & Cannella, 2007; Kroll, Walters, & Le, 2007; Tuggle et al., 2010).”
Group Faultlines (2012, background): “, 2011) and meeting informality (Tuggle et al., 2010) have been found to mitigate the negative effects of faultlines on performance.”
Board Composition and Financial Performance: Uncovering the Effects of Diversity in an Emerging Economy (2011, background): “Tuggle et al. (2010) found that heterogeneous boards in terms of firm/industry knowledge and background devoted more consideration to entrepreneurial issues.”