Since director selection determines the board composition influencing organizational performance, scholars have developed a quad model suggesting to select at least one director to possess four attributes-namely: expertise, motivation, independence, and bandwidth-for the board's oversight function to prevent governance failure. And as scholars have suggested also considering tenure in director selection, we modified the quad model of director attributes and empirically tested its relationship to organizational performance. We conducted a fuzzy set qualitative comparative analysis of the boards of 16 international governmental organizations (IGOs). Results do not support the modified quad model. The boards of IGOs with high real organizational performance have directors that lack independence and may or may not have expertise, but have longer shared tenure. Whereas, the boards of IGOs with high perceived organizational performance have board directors that are not required to have expertise and may or may not be independent or have bandwidth, provided that they have restricted tenure. Furthermore, results reveal motivation as a necessary attribute of a director. This study offers organizations a set of director selection criteria when designing their boards to achieve high organizational performance.

ESADE

Back to home

Federo , Ryan; Saz Carranza, Angel

How do high-performing international governmental organizations select their board directors?

Since director selection determines the board composition influencing organizational performance, scholars have developed a quad model suggesting to select at least one director to possess four attributes-namely: expertise, motivation, independence, and bandwidth-for the board's oversight function to prevent governance failure. And as scholars have suggested also considering tenure in director selection, we modified the quad model of director attributes and empirically tested its relationship to organizational performance. We conducted a fuzzy set qualitative comparative analysis of the boards of 16 international governmental organizations (IGOs). Results do not support the modified quad model. The boards of IGOs with high real organizational performance have directors that lack independence and may or may not have expertise, but have longer shared tenure. Whereas, the boards of IGOs with high perceived organizational performance have board directors that are not required to have expertise and may or may not be independent or have bandwidth, provided that they have restricted tenure. Furthermore, results reveal motivation as a necessary attribute of a director. This study offers organizations a set of director selection criteria when designing their boards to achieve high organizational performance.
More Knowledge
How do high-performing international governmental organizations select their board directors?
Federo , Ryan; Saz Carranza, Angel
2016 Public Management Research Conference (PMRC 2016)
Universidad de Aarhus
rhus (Denmark), 22/06/2016 - 24/06/2016

Related publications

Back to home