Are boards on board? A model of corporate board influence on sustainability
A model is developed that takes into account: (1) human capital of outside directors; (2) social capital of outside directors; and (3) human and social capital of CEOs. Beyond this, values are largely neglected in the examination of boards of directors, and are also necessary in the study of sustain...
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| Format: | Conference Paper |
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ANZAM
2011
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| Online Access: | http://hdl.handle.net/20.500.11937/15993 |
| _version_ | 1848749047153688576 |
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| author | Galbreath, Jeremy |
| author2 | Kevin Voges |
| author_facet | Kevin Voges Galbreath, Jeremy |
| author_sort | Galbreath, Jeremy |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | A model is developed that takes into account: (1) human capital of outside directors; (2) social capital of outside directors; and (3) human and social capital of CEOs. Beyond this, values are largely neglected in the examination of boards of directors, and are also necessary in the study of sustainability given its normative implications. The model thus accounts for the value attunement concept as a moderating variable. The model proposed in this paper offers original insight into the drivers of sustainability performance in organisations and hence, advances corporate governance theory. |
| first_indexed | 2025-11-14T07:14:43Z |
| format | Conference Paper |
| id | curtin-20.500.11937-15993 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T07:14:43Z |
| publishDate | 2011 |
| publisher | ANZAM |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-159932023-01-27T05:26:31Z Are boards on board? A model of corporate board influence on sustainability Galbreath, Jeremy Kevin Voges Bob Cavana Values Corporate governance Human capital Social capital Boards of directors Sustainability A model is developed that takes into account: (1) human capital of outside directors; (2) social capital of outside directors; and (3) human and social capital of CEOs. Beyond this, values are largely neglected in the examination of boards of directors, and are also necessary in the study of sustainability given its normative implications. The model thus accounts for the value attunement concept as a moderating variable. The model proposed in this paper offers original insight into the drivers of sustainability performance in organisations and hence, advances corporate governance theory. 2011 Conference Paper http://hdl.handle.net/20.500.11937/15993 ANZAM fulltext |
| spellingShingle | Values Corporate governance Human capital Social capital Boards of directors Sustainability Galbreath, Jeremy Are boards on board? A model of corporate board influence on sustainability |
| title | Are boards on board? A model of corporate board influence on sustainability |
| title_full | Are boards on board? A model of corporate board influence on sustainability |
| title_fullStr | Are boards on board? A model of corporate board influence on sustainability |
| title_full_unstemmed | Are boards on board? A model of corporate board influence on sustainability |
| title_short | Are boards on board? A model of corporate board influence on sustainability |
| title_sort | are boards on board? a model of corporate board influence on sustainability |
| topic | Values Corporate governance Human capital Social capital Boards of directors Sustainability |
| url | http://hdl.handle.net/20.500.11937/15993 |