Please use this identifier to cite or link to this item:
Title: External identities of directors, board functions and firm performance
Keywords: external identities, monitoring, resource provision
Issue Date: 30-Nov-2009
Citation: SHANG JING (2009-11-30). External identities of directors, board functions and firm performance. ScholarBank@NUS Repository.
Abstract: Using identity theory, this paper focuses on examining the relationship between the external and internal identities of directors and how these identities can shape their monitoring and resource provision behaviors. The monitoring and resource provision behaviors will eventually affect the firm performance. The external identity of a director can be defined as the professional position that the director is concurrently holding in another organization. The internal identity is defined as being a board director in a focal firm. Building on identity theory, I argue that when the external identity conflicts with the internal identity, this conflict will assuage the motivation of a director to monitor and provide resources. However, when the external identity is consistent with the internal identity, this consistency will motivate the director to engage in monitoring and resource providing behaviors. These behaviors will eventually have a positive impact on firm performance.
Appears in Collections:Master's Theses (Open)

Show full item record
Files in This Item:
File Description SizeFormatAccess SettingsVersion 
ShangJ.pdf443.05 kBAdobe PDF



Page view(s)

checked on Jan 13, 2019


checked on Jan 13, 2019

Google ScholarTM


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.