Boardroom identities: can independence by 'cued' in directors?

Nicholson, Gavin J. & Tunnicliff, Deborah J. (2009) Boardroom identities: can independence by 'cued' in directors? In Sarros, J (Ed.) Proceedings of the 23rd ANZAM Conference 2009: Sustainable management and marketing, Promaco Conventions Pty Ltd, Melbourne, VIC, pp. 1-16.


Director independence is a cornerstone of fiduciary responsibility and good corporate governance. However, most directors are recruited because of the roles and networks they hold, meaning that there is an expectation that identities held by a director outside the boardroom will be used to benefit the company. While this often works well, it is acknowledged that many directors, either consciously or subconsciously, will at times allow themselves to be influenced by their other roles to the detriment of the governance process. In this paper we argue that identity theory can be used to explore the impact of ‘identity’ on corporate governance and that practical tools can be developed to actively assist directors to maintain ‘independence’ in the boardroom.

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ID Code: 48478
Item Type: Conference Paper
Refereed: No
Funders: ARC
Keywords: Board roles, Board effectiveness, Nonexecutive directors, Board of Directors, Corporate Governance, Board independence
ISBN: 1863081593
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > ACCOUNTING AUDITING AND ACCOUNTABILITY (150100)
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Advertising, Marketing & Public Relations
Deposited On: 06 Feb 2012 06:43
Last Modified: 12 Oct 2014 11:45

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