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Directors' Multiple Identities, Identification, and Board Monitoring and Resource Provision

Department of Management, Arizona State University, Tempe, Arizona 85287
School of Accounting, Queensland University of Technology, Brisbane, Qld 4001, Australia
Department of Management, University of Georgia, Athens, Georgia 30602
amy.hillman{at}asu.edu
g.nicholson{at}qut.edu.au
shrop{at}terry.ugw.edu

Scholars and practitioners are interested in board effectiveness, yet we know relatively little about directors' engagement in the boardroom. We integrate identity theory and social identity theory research with literature on board monitoring and resource provision to model how directors' multiple identities affect their behavior. We propose that directors' strength of identification with multiple identities affects the extent to which they engage in monitoring and resource provision. We discuss implications for corporate governance research and practice.

Key Words: board of directors; identity; board performance

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