Abstract
In this paper we develop and test a theoretical model that reduces relational risks to solve the puzzle of conflicting task requirements imposed on boards of directors in listed companies. Doing so unites two seemingly conflicting tasks—board control and service tasks—through examining relational risks between the board and the CEO. We also present two mechanisms that could reduce relational risks. One is board power over the CEO, and the other board trust in the CEO. Practitioners could apply these two mechanisms to achieve better performance of board control and service tasks simultaneously. We test hypotheses using 441 survey responses collected in 2005. The result shows a good fit between the model and survey data, indicating examining relational risks is a rewarding approach to understanding conflicting board task performance, and board control over the CEO and board trust in the CEO are two effective mechanisms to reduce relational risks.
Similar content being viewed by others
Notes
The data collection is financed by the Norwegian Research Council, Innovation Norway, NHO, Oslo Stock Exchange and other investors in Norway. The sample was randomly selected within large-, medium- and small-sized Norwegian firms. Employee numbers, annual costs and operational incomes were used as selection criteria. The sample includes areas of finance, services, industry and manufacturing. There are 985 CEO responses out of a sample of 4,530 in the 2003 survey, with a response rate of 21%. There are 973 CEO responses out of a sample of 2,954 in the 2005 survey, with a response rate of 33%. There is no evidence for response bias based on the firm size for both surveys. In addition, responses by board chairpersons and other board directors were collected to verify responses by CEOs in the two surveys.
References
Adams, R. B., & Ferreira, D. (2007). A theory of friendly boards. Journal of Finance, 62(1), 217–250.
Aguilera, R. V. (2005). Corporate governance and director accountability: An institutional comparative perspective. British Journal of Management, 16(1), S39–S53.
Barney, J., & Hansen, M. H. (1994). Trustworthiness as a source of competitive advantage. Strategic Management Journal, 15, 175–190.
Bollen, K. (1989). Structural equations with latent variables. New York: John Wiley & Sons.
Bollen, K., & Lennox, R. (1991). Conventional wisdom on measurement: A structural equation perspective. Psychological Bulletin, 110, 305–314.
Butler, J. K. J. (1991). Toward understanding and measuring conditions of trust: Evolution of a condition of trust inventory. Journal of Management, 17(3), 643–663.
Cannella, A. A., & Lubatkin, M. (1993). Succession as a sociopolitical process: Internal impediments to outside selection. Academy of Management Journal, 36(4), 763–793.
Carpenter, R. N. (1988). Cooperative governance, part II: Directors responsibilities. Directors & Boards, 29(3), 3–6.
Dahl, R. A. (1957). The concept of power. Behavioral Science, 2, 201–205.
Daily, C. M., Dalton, D. R., & Cannella, A. A. (2003). Corporate governance: Decades of dialogue and data. Academy of Management Review, 28(3), 371–382.
Das, T. K., & Teng, B. S. (1996). `Risk types and inter-firm alliance structures’. Journal of Management Studies, 33(6), 827–843.
Das, T. K., & Teng, B. S. (1998a). Between trust and control: Developing confidence in partner cooperation in alliances. Journal of Management Review, 23(3), 491–512.
Das, T. K., & Teng, B. S. (1998b). Resource and risk management in the strategic alliance making process. Journal of Management, 24, 21–42.
Das, T. K., & Teng, B. S. (1999). Managing risks in strategic alliances. Academy of Management Executive, 13(4), 50–62.
Das, T. K., & Teng, B. S. (2001a). Trust, control, and risk in strategic alliances: An integrated framework. Organization Studies, 22(2), 251–283.
Das, T. K., & Teng, B. S. (2001b). ’Relational risk and its personal correlates in strategic alliances’. Journal of Business and Psychology, 15(3), 449–465.
Davis, J. H., Schoorman, F. D., & Donaldson, L. (1997). Corporate elite networks and governance changes in the 1980 s. American Journal of Sociology, 103(1), 1–37.
Davis, J. H., Schoorman, F. D., Mayer, R. C., & Tan, H. H. (2000). The trusted general manager and business unit performance: Empirical evidence of a competitive advantage. Strategic Management Journal, 21(5), 563–576.
Delerue, H. (2005). Relational risk perception and alliance management in French biotechnology SMEs. European Business Review, 17(6), 532–546.
Diamantopoulos, A., & Siguaw, J. A. (2000). Introducing LISREL. London: Sage Publications.
Emerson, R. M. (1962). Power-dependence relations. American Sociological Review, 29(1), 31–41.
Fama, E. F., & Jensen, M. C. (1983). Separation of ownership and control. Journal of Law and Economics, 26, 301–325.
Filatotchev, I., & Boyd, B. K. (2009). Taking stock of corporate governance research while looking to the future. Corporate Governance: An International Review, 17(3), 257–265.
Finkelstein, S. (1992). Power in top management teams: Dimensions, measurement, and validation. Academy of Management Journal, 35(3), 505–538.
Forbes, D. P., & Milliken, F. J. (1999). Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Review, 24(3), 489–505.
Gabrielsson, J., & Huse, M. (2004). Context, behavior and evolution: Challenges in research on boards and governance. International Studies of Management and Organization, 34(2), 11–36.
Gillespie, N. A. (2003). Measuring trust in working relationships: The behavioral trust inventory. In Paper presented at the academy of management annual meeting, Seatle (WA).
Golden, B. R., & Zajac, E. J. (2001). When will boards influence strategy? Inclination × power = strategic change. Strategic Management Journal, 22(12), 1087–1111.
Hendry, J. (2005). Beyond self-interest: Agency theory and the board in a satisficing world. British Journal of Management, 16(1), S55–S63.
Hermalin, B. E., & Weisbach, M. S. (1998). Endogenously chosen boards of directors and their monitoring. American Economic Review, 88(1), 96–118.
Hillman, A. J., & Dalziel, T. (2003). Boards of directors and firm performance: Integrating agency and resource dependence perspectives. Academy of Management Review, 28(3), 383–396.
Hooghiemstra, R. B. H., & Van Manen, J. A. (2004). The independence paradox: (im)possibilities facing non-executive directors in the Netherlands. Corporate Governance: An International Review, 12(3), 314–324.
Hooper, D., Coughlan, J., & Mullen, M. R. (2008). Structural equation modelling: Guidelines for determining model fit. The Electronic Journal of Business Research Methods, 6(1), 55–60.
Huse, M. (1994). Board–management relations in small firms: The paradox of simultaneous independence and interdependence. Small Business Economics Journal, 6, 55–72.
Huse, M. (2005). Accountability and creating accountability: A framework for exploring behavioural perspectives on corporate governance. British Journal of Management, 16(1), S65–S79.
Huse, M. (2007). Boards, governance, and value creation: The human side of corporate governance. Cambridge: Cambridge University Press.
Jensen, M. C., & Meckling, W. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305–360.
Kelloway, E. K. (1998). Using LISREL for structural equation modeling. Thousand Oaks, CA: Sage Publications.
Leblanc, R., & Gillies, J. (2005). Inside the boardroom: How boards really work and the coming revolution in corporate governance. Mississauga, Ont.: Wiley.
Lervik, J. E. Huse, M., Hansen, C., & Svendsen, J. E. (2005). Beskrivelse av Norske Styrer. Foreløpige resultater fra forskningsprogrammet “Det Verdiskapende Styret”. Oslo: Norwegian School of Management.
Lynall, M. D., Golden, B. R., & Hillman, A. J. (2003). Board composition from adolescence to maturity: A multitheoretic view. Academy of Management Review, 28(3), 416–431.
MacAvoy, P. W., & Millstein, I. M. (2004). The recurrent crisis in corporate governance. California: Stanford University Press.
Mace, M. L. (1972). The president and the board of directors. Harvard Business Review, 50(2), 37–49.
Mallettee, P., & Fowler, K. L. (1992). Effects of board ownership on the adoption of poison pills. Academy of Management Journal, 35(5), 1010–1035.
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.
McDonald, L. G., & Robinson, P. (2009). A colossal failure of common sense: An inside story of the collapse of Lehman Brothers. NewYork: Random House Inc.
McKnight, D. H., Cummings, L. L., & Chervany, N. L. (1998). Initial trust formation in new organizational relationships. Academy of Management Review, 23(3), 473–490.
McNulty, T., & Pettigrew, A. M. (1999). Strategists on the board. Organization Studies, 20(1), 47–74.
Merchant, K. A. (1984). Control in business organizations. Marshfield, MA: Pitman Publishing.
Mills, C. W. (1956). The power elite. London: Gower Publishing Company Ltd.
Nunnally, J. C., & Bernstein, I. H. (1994). Psychometric theory. New York: McGraw-Hill.
Oxelheim, L., & Randøy, T. (2003). The impact of foreign board membership on firm value. Journal of Banking & Finance, 27, 2369–2392.
Pfeffer, J. (1973). Size, composition, and function of hospital boards of directors: A study of organization environment linkage. Administrative Science Quarterly, 18(3), 349–364.
Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations. New York: Harper and Row.
Pitcher, P., Chreim, S., & Ksfalv, V. (2000). CEO succession research: Methodological bridges over troubled waters. Strategic Management Journal, 21, 625–648.
Ring, P. S., & Van de Ven, A. H. (1992). Structuring cooperative relationships between organizations. Strategic Management Journal, 13(7), 384–498.
Roberts, J., McNulty, T., & Stiles, P. (2005). Beyond agency conceptions of the work of the non-executive director: Creating accountability in the boardroom. British Journal of Management, 16(1), S5–S26.
Rousseau, D. M., Sitkin, S. B., Burt, R. S., & Camerer, C. (1998). Not so different after all: A cross-discipline view of trust. Academy of Management Review, 23(3), 393–404.
Shen, W. (2003). The dynamics of the CEO–board relationship: An evolutionary perspective. Academy of Management Review, 28(3), 466–476.
Sundaramurthy, C., & Lewis, M. (2003). Control and collaboration: Paradoxes of governance. Academy of Management Review, 28(3), 397–415.
Van Ees, H., Gabrielsson, J., & Huse, M. (2009a. Toward a behavioral theory of boards and corporate governance. Corporate Governance: An International Review, 17(3), 307–319.
Van Ees, H., Van der Laan, G., & Postma T. J. B. M. (2009b). ‘Trust and board task performance’. In M. Huse (Ed.), The value creating board: Behavioral perspectives on boards and governance (pp. 471–481). London: Routledge.
Westphal, J. D. (1998). Board games: How CEOs adapt to increases in structural board independence from management. Administrative Science Quarterly, 43(3), 511–537.
Westphal, J. D. (1999). Collaboration in the boardroom: Behavioral and performance consequences of CEO-board social ties. Academy of Management Journal, 42(1), 7–24.
Westphal, J. D., & Fredrickson, J. W. (2001). Who directs strategic change? Director experience, the selection of new CEOs, and change in corporate strategy. Strategic Management Journal, 22(12), 1113–1137.
Westphal, J. D., & Zajac, E. J. (1994). Substance and symbolism in CEOs’ long-term incentive plans. Administrative Science Quarterly, 39(3), 367–390.
Westphal, J. D., & Zajac, E. J. (1995). Who shall govern? CEO/board power, demographic similarity, and new director selection. Administrative Science Quarterly, 40(1), 60–83.
Westphal, J. D., & Zajac, E. J. (1996). Who shall govern? CEO/board power, demographic similarity, and new director selection. Administrative Science Quarterly, 40(1), 60–83.
Whitener, E. M. , Brodt, S. E., Korsgaard, M. A., & Werner, J. M. (1998). Managers as initiators of trust: An exchange relationship framework for understanding managerial trustworthy behavior. Academy of Management Review, 23(3), 513–530.
Zahra, S. A., & Pearce, J. A. (1989). Boards of directors and corporate financial performance: A review and integrative model. Journal of Management, 15(2), 291–334.
Zhang, P. Y. (2010). Board information and strategic tasks performance. Corporate Governance: An International Review, 18(5), 473–487.
Author information
Authors and Affiliations
Corresponding author
Appendix
Appendix
See Table 3.
Rights and permissions
About this article
Cite this article
Zhang, P. Power and trust in board–CEO relationships. J Manag Gov 17, 745–765 (2013). https://doi.org/10.1007/s10997-011-9188-z
Published:
Issue Date:
DOI: https://doi.org/10.1007/s10997-011-9188-z