How boards shape outcomes through routines and norms
Discover how corporate boards often operate as normative arenas, guiding decisions by rules, norms, and social identities rather than pure market pressures. This book explains why CEO selection is a routinized process that both supports accountability and limits change.
In this analysis, boards are seen as governing councils bound by a shared sense of appropriate behavior. It explores how formal and informal routines influence whether insiders or outsiders become CEOs, and how past experiences and company performance affect future decisions. The work connects theory on governance with practical patterns visible in boardroom life, offering a framework for understanding stability and change in corporate leadership.
- A theory of boards as normative arenas guided by appropriateness and social identity
- How CEO selection routines shape insider vs. outsider outcomes
- The role of performance, firm age, and ownership in sustaining or changing routines
- Evidence on how routines affect accountability and the capacity for organizational change
Ideal for readers of corporate governance and organizational theory looking for a clear, theory-driven perspective on how boards influence leadership and strategy.