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When stakeholder representation leads to faultlines: a study of board service performance in social enterprises

Saskia Crucke UGent and Mirjam Knockaert UGent (2016) JOURNAL OF MANAGEMENT STUDIES. 53(5). p.768-793
abstract
Following the growing interest in sustainability and ethics, organizations are increasingly attentive to accountability toward stakeholders. Stakeholder representation, obtained by appointing board members representing different stakeholder groups, is suggested to be a good ethical practice. However, such representation may also have nefarious implications for board functioning. Particularly, it may result in strong faultline emergence, subsequently mitigating board performance. Our study aims at understanding the process through which faultlines affect board performance, and particularly the board service role through which the board is involved in providing counsel and strategic decision-making. We study the relationship between faultlines and board service performance in the particularly relevant context of social enterprises. We find that faultline strength is negatively related to board service performance and that this relationship is mediated by board task conflict. Furthermore, our study reveals the importance of clear and shared organizational goals in attenuating the negative effects of faultlines.
Please use this url to cite or link to this publication:
author
organization
year
type
journalArticle (original)
publication status
published
subject
keyword
faultlines, Board service performance, governance, stakeholder representation, social enterprises, CORPORATE GOVERNANCE RESEARCH, HYBRID ORGANIZATIONS, RESEARCH AGENDA, DEMOGRAPHIC FAULTLINES, DIVERSITY FAULTLINES, INTRAGROUP CONFLICT, IDENTITY CONFLICTS, FIRM PERFORMANCE, TASK CONFLICT, WORK TEAMS
journal title
JOURNAL OF MANAGEMENT STUDIES
volume
53
issue
5
issue title
Sustainability, ethics and entrepreneurship
pages
768 - 793
Web of Science type
Article
Web of Science id
000377212300004
ISSN
1467-6486
DOI
10.1111/joms.12197
language
English
UGent publication?
yes
classification
A1
copyright statement
I have transferred the copyright for this publication to the publisher
id
7167437
handle
http://hdl.handle.net/1854/LU-7167437
alternative location
http://onlinelibrary.wiley.com/doi/10.1111/joms.12197/abstract
date created
2016-03-30 10:11:18
date last changed
2016-12-19 15:39:02
@article{7167437,
  abstract     = {Following the growing interest in sustainability and ethics, organizations are increasingly attentive to accountability toward stakeholders. Stakeholder representation, obtained by appointing board members representing different stakeholder groups, is suggested to be a good ethical practice. However, such representation may also have nefarious implications for board functioning. Particularly, it may result in strong faultline emergence, subsequently mitigating board performance. Our study aims at understanding the process through which faultlines affect board performance, and particularly the board service role through which the board is involved in providing counsel and strategic decision-making. We study the relationship between faultlines and board service performance in the particularly relevant context of social enterprises. We find that faultline strength is negatively related to board service performance and that this relationship is mediated by board task conflict. Furthermore, our study reveals the importance of clear and shared organizational goals in attenuating the negative effects of faultlines.},
  author       = {Crucke, Saskia and Knockaert, Mirjam},
  issn         = {1467-6486},
  journal      = {JOURNAL OF MANAGEMENT STUDIES},
  keyword      = {faultlines,Board service performance,governance,stakeholder representation,social enterprises,CORPORATE GOVERNANCE RESEARCH,HYBRID ORGANIZATIONS,RESEARCH AGENDA,DEMOGRAPHIC FAULTLINES,DIVERSITY FAULTLINES,INTRAGROUP CONFLICT,IDENTITY CONFLICTS,FIRM PERFORMANCE,TASK CONFLICT,WORK TEAMS},
  language     = {eng},
  number       = {5},
  pages        = {768--793},
  title        = {When stakeholder representation leads to faultlines: a study of board service performance in social enterprises},
  url          = {http://dx.doi.org/10.1111/joms.12197},
  volume       = {53},
  year         = {2016},
}

Chicago
Crucke, Saskia, and Mirjam Knockaert. 2016. “When Stakeholder Representation Leads to Faultlines: a Study of Board Service Performance in Social Enterprises.” Journal of Management Studies 53 (5): 768–793.
APA
Crucke, S., & Knockaert, M. (2016). When stakeholder representation leads to faultlines: a study of board service performance in social enterprises. JOURNAL OF MANAGEMENT STUDIES, 53(5), 768–793.
Vancouver
1.
Crucke S, Knockaert M. When stakeholder representation leads to faultlines: a study of board service performance in social enterprises. JOURNAL OF MANAGEMENT STUDIES. 2016;53(5):768–93.
MLA
Crucke, Saskia, and Mirjam Knockaert. “When Stakeholder Representation Leads to Faultlines: a Study of Board Service Performance in Social Enterprises.” JOURNAL OF MANAGEMENT STUDIES 53.5 (2016): 768–793. Print.