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Integrity in the Boardroom: A Case for Further Research

  • Scott Lichtenstein
  • Les Higgins
  • Pat Dade
Chapter
Part of the Studies in Economic Ethics and Philosophy book series (SEEP, volume 39)

Abstract

Directors believe integrity is vital to the board. But what is integrity? Integrity is linked to personal values. This chapter builds on research into integrity and top teams by investigating how integrity varies by director’s personal values and draws implications for the board agenda. It will explore how executives’ and directors’ definitions of integrity are based on their values, beliefs and underlying needs. Data from UK society was collected from 500 UK adults, aged 18 and over. These results are compared with social research on German society. The results of the research found that definitions of integrity vary by one’s value system. The implications drawn include that what director’s mean by integrity differs substantially from other directors and employees with different values. Our recommendations include re-focusing the board agenda on issues that resonate with directors’ personal values. A passionate board requires integrity plus action; action without integrity equals indifference.

Keywords

Corporate Governance Corporate Entrepreneurship Behavioral Integrity Strategic Leadership Board Performance 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Springer Science+Business Media B.V. 2011

Authors and Affiliations

  1. 1.St James Business SchoolLondonUK
  2. 2.Cultural Dynamics Strategy and Marketing LtdLondonUK

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