TY - JOUR
T1 - From Seats at the Table to Voices in the Discussion
T2 - Antecedents of Underrepresented Director Participation in Board Meetings
AU - Tuggle, Christopher S.
AU - Sirmon, David G.
AU - Borgholthaus, Cameron J.
AU - Bierman, Leonard
AU - Bass, A. Erin
N1 - Funding Information:
We formally requested each sample firm’s auditing firm’s participation in this study after the sample firm agreed to participate. The auditors’ access to company board minutes makes them a natural choice for the coding of board meeting minutes. Payment for the auditors’ services depended on the time spent coding and the price agreed upon with each auditing firm. Many of the auditors generously agreed to charge a reduced price or forego payment if ‘when they performed the coding’ was flexible and/or because of the professional accounting industry contacts. Additionally, many auditing firms’ partners/managers suggested assigning staff accountants to familiarize themselves with clients' board minutes was helpful for future audits. We also received generous financial support from multiple academic institutions and accounting firms to compensate accounting firms for services billed for this research programme. Our co‐author’s former accounting firm served as the collection hub for communications with CPA coders and the compilation of this study’s data. This sourcing has also helped with billing, as CPAs have a strong reciprocity culture and often do not charge each other for engagements with such a limited scope. Auditing Firm and Individual CPA Participation
Publisher Copyright:
© 2021 Society for the Advancement of Management Studies and John Wiley & Sons, Ltd.
PY - 2022/7
Y1 - 2022/7
N2 - A corporate board’s work is largely dependent on the collective contributions of individual directors. Thus, greater board diversity, with its commensurate knowledge complementarity, should stimulate better board discussions when members actively participate. Without the participation of underrepresented directors, however, the potential benefits of board diversity are lost. Herein we examine the drivers of underrepresented directors’ participation in board meetings. Departing from prior studies that often used a single-level, compositional view of board diversity, we explore the antecedents of individual underrepresented director participation with a multi-level, multi-theoretic model. We find strong empirical support for our model, derived from detailed board of director meeting transcripts, offering several theoretical contributions to the literature.
AB - A corporate board’s work is largely dependent on the collective contributions of individual directors. Thus, greater board diversity, with its commensurate knowledge complementarity, should stimulate better board discussions when members actively participate. Without the participation of underrepresented directors, however, the potential benefits of board diversity are lost. Herein we examine the drivers of underrepresented directors’ participation in board meetings. Departing from prior studies that often used a single-level, compositional view of board diversity, we explore the antecedents of individual underrepresented director participation with a multi-level, multi-theoretic model. We find strong empirical support for our model, derived from detailed board of director meeting transcripts, offering several theoretical contributions to the literature.
KW - board diversity
KW - board of directors
KW - relational demography
KW - status characteristics theory
KW - underrepresented director participation
UR - http://www.scopus.com/inward/record.url?scp=85117409056&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85117409056&partnerID=8YFLogxK
U2 - 10.1111/joms.12778
DO - 10.1111/joms.12778
M3 - Article
AN - SCOPUS:85117409056
SN - 0022-2380
VL - 59
SP - 1253
EP - 1283
JO - Journal of Management Studies
JF - Journal of Management Studies
IS - 5
ER -