Boards of directors and strategy: director's involvement in international diversification decisions of Swiss firms
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| Format: | Thesis Book |
| Language: | English |
| Published: |
2007
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| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | 244, LI S. graph. Darst. |
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MARC
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| 100 | 1 | |a Brändle, Peter |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Boards of directors and strategy |b director's involvement in international diversification decisions of Swiss firms |c Peter Brändle |
| 264 | 1 | |c 2007 | |
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| 502 | |a St. Gallen, Univ., Diss., 2006 | ||
| 650 | 4 | |a Dissertation / Thesis - 18 | |
| 650 | 4 | |a Vorstand / Strategische Unternehmensplanung / Strategisches Management / Diversifikation / International / Befragung / Schätzung / Schweiz | |
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Record in the Search Index
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| adam_text | I
Overview of Contents
1 INTRODUCTION 1_
1.1 Motivation for the Study 1
1.2 Research Questions 6
1.3 Research Scope 7
1.4 Structure of the Dissertation 10
2 THEORETICAL FOUNDATIONS 11_
2.1 Boards of Directors 11
2.2 Strategy Process 28
2.3 International Business 35
2.4 Interaction of Board of Directors, Strategy Process, and International Business 42
3 HYPOTHESES 55_
3.1 Determinants of Involvement 55
3.2 Outcomes of Involvement 71
3.3 Integrative Model 72
4 METHODOLOGY 73_
4.1 Research Approach and Level of Analysis 73
4.2 Data Collection 75
4.3 Sample 79
4.4 Variable Operationalization 82
4.5 Data Analysis 95
5 EMPIRICAL FINDINGS 105
5.1 Nature of Involvement 106
5.2 Determinants of Involvement 167
5.3 Outcomes of Involvement 215
5.4 Integration and Normative Suggestions 223
6 CONCLUSION 239
6.1 Contributions 239
6.2 Limitations 241
6.3 Implications for Further Research and Business 242
m
Table of Contents
OVERVIEW OF CONTENTS I
TABLE OF CONTENTS III
LIST OF ABBREVIATIONS AND ACRONYMS VII
LIST OF EXHIBITS VIII
1 INTRODUCTION 1_
1.1 Motivation for the Study 1
1.1.1 Practical Relevance 1
1.1.2 Academic Relevance / Limitations in Existing Research 3
1.2 Research Questions 6
1.3 Research Scope 7
1.4 Structure of the Dissertation 10
2 THEORETICAL FOUNDATIONS 11_
2.1 Boards of Directors 11
2.1.1 Six Underlying Governance Perspectives 11
2.1.1.1 Agency Theory 12
2.1.1.2 Stewardship Theory 13
2.1.1.3 Resource Dependence Theory 14
2.1.1.4 Stakeholder Theory If
2.1.1.5 Institutional Theory 15
2.1.1.6 Managerial Hegemony Theory 16
2.1.2 Board Roles 17
2.1.3 Board Composition 19
2.1.4 Board Structure 21
2.1.5 Board Processes 23
2.1.6 Boards in Switzerland 24
2.1.6.1 Swiss Board System 24
2.1.6.2 Non Transferable Responsibility for Ultimate Direction 26
2.1.7 Conclusion 27
2.2 Strategy Process 28
2.2.1 A Decision Based Approach to Strategy 28
2.2.2 Degree of Freedom: Can Directors Make Strategic Choices . 29
2.2.3 Stages of Strategic Decision Prix esses 30
2.2.4 Characteristics of Strategy Processes 31
2.2.4.1 Degree of Rationality 32
2.2.4.2 Degree of Comprehensiyeness 32
2.2.4.3 Degree of Politics and Power 33
2.2.5 Conclusion 34
2.3 International Business 35
2.3.1 Definition of Internationa! Diversification 35
2.3.2 Three Underlying Perspectives on International Diversification 36
2.3.3 Benefits and Risks of International Diversification 38
2.3.4 Key Elements of International Diversification 39
2.3.5 Conclusion 41
IV
2.4 Interaction of Board of Directors, Strategy Process, and International Business 42
2.4.1 Boards as Strategic Decision Making Groups 42
2.4.1.1 Directors Role in Strategic Decision Processes 42
2.4.1.2 Why Boards Do Not Get More Involved in Strategy 46
2.4.1.3 Why Directors Should Get Involved in Strategy 47
2.4.1.4 Empirical Research on Determinants and Outcomes of Involvement 48
2.4.2 Interaction of International Business and Corporate Governance 50
2.4.2.1 Effects of International Diversification on Corporate Governance 50
2.4.2.2 Effects of Corporate Governance on International Diversification 51
2.4.3 Interaction of International Business and Strategy Process 52
2.4.4 Research Gap: Board of Directors Involvement in International Diversification Decisions 53
3 HYPOTHESES 55_
3.1 Determinants of Involvement 55
3.1.1 Decision Level Factors 55
3.1.1.1 Decision Importance 55
3.1.1.2 Decision Obviousness 56
3.1.1.3 Decision Type 57
3.1.1.4 Affected Geographic Region 58
3.1.2 Board Level Factors 59
3.1.2.1 Board Size 59
3.1.2.2 Board Expertise 60
3.1.2.3 Board Cohesion 61
3.1.2.4 Board Power 62
3.1.2.5 CEO Duality 63
3.1.2.6 Former CEO on the Board 64
3.1.3 Firm Level Factors 66
3.1.3.1 Past Performance 66
3.1.3.2 Firm Size 66
3.1.3.3 Industry 68
3.1.3.4 Blockholder Ownership 69
3.1.3.5 Degree of Internationalization 70
3.2 Outcomes of Involvement 71
3.3 Integrative Model 72
4 METHODOLOGY 73_
4.1 Research Approach and Level of Analysis 73
4.1.1 The Case for Mixed Methods 73
4.1.2 Level of Analysis 75
4.2 Data Collection 75
4.2.1 Archival Data 75
4.2.2 Interviews 76
4.3 Sample 79
4.3.1 Sampling Criteria 79
4.3.2 Sample Description 81
4.4 Variable Operationalization 82
4.4.1 Board Involvement in Strategic Decisions 82
4.4.2 Determinants of Board Involvement 86
4.4.2.1 Decision Level Variables 86
4.4.2.2 Board Level Variables 87
4.4.2.3 Firm Level Variables 90
4.4.3 Outcomes of Board Involvement 94
4.5 Data Analysis 95
4.5.1 Qualitative Analysis 95
4.5.2 Statistical Analysis 96
4.5.3 Validity and Reliability 101
V
5 EMPIRICAL FINDINGS 105
5.1 Nature of Involvement 106
5.1.1 Qualitative Findings 106
5.1.1.1 Relevance of Strategy Role 106
5.1.1.2 Extent of Involvement 110
5.1.1.3 Nature of Strategy and the Strategic Decision Process 117
5.1.1.4 Relevance of International Diversification Decisions 123
5.1.1.5 Occasions and Means of Involvement 129
5.1.1.6 Role of Strategy Retreats 132
5.1.1.7 Role of Chairpersons 136
5.1.1.8 Role of Strategy Committees 139
5.1.1.9 Interplay Board and Management 141
5.1.1.10 Debate on Corporate Governance 147
5.1.1.11 A Typology of Board Involvement in Strategy 150
5.1.2 Quantitative Findings 155
5.1.2.1 Level of Involvement 156
5.1.2.2 Board Typologies 160
5.1.3 Conclusion 164
5.2 Determinants of Involvement 167
5.2.1 Qualitative Findings 167
5.2.1.1 Decision Level Factors 167
5.2.1.2 Board Level Factors 169
5.2.1.3 Firm Level Factors 1X0
5.2.2 Quantitative Findings 185
5.2.2.1 Decision Level Factors 1K5
5.2.2.2 Board Level Factors 191
5.2.2.3 Firm Level Factors 202
5.2.2.4 Full Model of Predictors 210
5.2.3 Conclusion 213
53 Outcomes of Involvement 215
5.3.1 Qualitative Findings 215
5.3.1.1 Decision Level Outcomes 215
5.3.1.2 Board Level Outcomes 216
5.3.1.3 Firm Level Outcomes 217
5.3.2 Quantitative Findings 219
5.3.3 Conclusion 220
5.4 Integration and Normative Suggestions 223
5.4.1 Key Findings 223
5.4.2 Concluding Discussion 227
5.4.3 Normative Suggestions 229
5.4.3.1 Characterization of Effective and Efficient Boards 229
5.4.3.2 Levers to Become/Remain an Effective and Efficient Hoard 232
6 CONCLUSION 239^
6.1 Contributions 239
6.2 Limitations 241
6.3 Implications for Further Research and Business 242
VI
APPENDIX I: LIST OF INTERVIEWEES XI
APPENDIX II: INTERVIEW GUIDELINE XVII
APPENDIX III: INTERVIEW QUESTIONNAIRE XVIII
APPENDIX IV: SUMMARY OF HYPOTHESES XXII
APPENDIX V: DESCRIPTIVE STATISTICS ON DECISION LEVEL XXIII
APPENDIX VI: DESCRIPTIVE STATISTICS ON FIRM LEVEL XXIV
APPENDIX VII: CORRELATION TABLE ON DECISION LEVEL XXV
APPENDIX VIII: CORRELATION TABLE ON FIRM LEVEL XXVI
APPENDIX IX: MIXED LINEAR REGRESSION ON BOARD
INVOLVEMENT SUM XXVII
APPENDIX X: MIXED LINEAR REGRESSION ON BOARD
INVOLVEMENT FORMATION XXVIII
APPENDIX XI: MIXED LINEAR REGRESSION ON BOARD
INVOLVEMENT EVALUATION XXIX
APPENDIX XII: LINEAR REGRESSIONS ON FIRM LEVEL XXX
REFERENCES XXXI
CURRICULUM VITAE LI
VIII
List of Exhibits
Exhibit 1: Competing Pressures for Board Involvement 1
Exhibit 2: Overview on Research Questions 6
Exhibit 3: Research Scope 7
Exhibit 4: Structure of Dissertation 10
Exhibit 5: Three Relevant Streams of Research 11
Exhibit 6: Overview on Underlying Board Perspectives 11
Exhibit 7: Three Overlapping Board Roles 18
Exhibit 8: Stylized Comparison of Board Models 26
Exhibit 9: Elements of the Non Transferable Ultimate Direction of Swiss Boards 26
Exhibit 10: Delineation of Strategic Decisions 29
Exhibit 11: Interaction of Research Streams 42
Exhibit 12: Board of Directors Role Continuum 44
Exhibit 13: Division of Strategic Tasks between Board and TMT 45
Exhibit 14: Empirical Studies on Board Involvement in Strategy 49
Exhibit 15: Overview of Hypotheses 72
Exhibit 16: Quantitative, Qualitative, and Mixed Research Methods 74
Exhibit 17: Logistic Regression to Determine Sample Bias 81
Exhibit 18: Sample for Empirical Findings 82
Exhibit 19: Operationalization of Board Involvement 83
Exhibit 20: Operationalization of Board Involvement over Phases of Decision Process 84
Exhibit 21: Operationalization of Board Expertise 88
Exhibit 22: Operationalization of Board Cohesiveness 89
Exhibit 23: Operationalization of Board Power 89
Exhibit 24: Board and Management Responsibilities 142
Exhibit 25: Typology of Board Involvement in Strategy 151
Exhibit 26: Evolution of Board Types 155
Exhibit 27: Distribution of Cases for Strategy Formation and Strategy Evaluation 156
Exhibit 28: Distribution of Cases for Board Involvement Sum 156
Exhibit 29: Distribution of Involvement over Phases 158
Exhibit 30: Relative Involvement of Chairpersons 159
Exhibit 31: Distribution of Cases Across McNulty Pettigrew Types 160
Exhibit 32: Distribution of Cases Across Decision Model 161
Exhibit 33: Distribution of Cases Across Involvement Typology 163
Exhibit 34: Mean Board Involvement and Decision Importance 186
IX
Exhibit 35: Mean Board Involvement and Decision Obviousness 187
Exhibit 36: Mean Board Involvement and Decision Type 188
Exhibit 37: Regression Decision Type on Board Involvement 189
Exhibit 38: Mean Board Involvement and Decision Region 189
Exhibit 39: Regression Decision Region on Board Involvement 190
Exhibit 40: Mean Board Involvement and Board Size 191
Exhibit 41: Regression Board Size on Board Involvement 192
Exhibit 42: Mean Board Involvement and Board Expertise 193
Exhibit 43: Components of Board Expertise 193
Exhibit 44: Regression Board Expertise on Board Involvement 194
Exhibit 45: Mean Board Involvement and Board Cohesion 195
Exhibit 46: Regression Board Cohesion on Board Involvement 196
Exhibit 47: Mean Board Involvement and Board Power 197
Exhibit 48: Regression Board Power on Board Involvement 198
Exhibit 49: Mean Board Involvement and CEO Duality 199
Exhibit 50: Regression CEO Duality on Board Involvement 199
Exhibit 51: Mean Board Involvement and Former CEO 200
Exhibit 52: Regression Former CEO on Board Involvement 201
Exhibit 53: Mean Board Involvement and Past Performance 202
Exhibit 54: Regression Past Performance on Board Involvement 203
Exhibit 55: Mean Board Involvement and Firm Size 204
Exhibit 56: Regression Firm Size on Board Involvement 204
Exhibit 57: Mean Board Involvement and Industry 205
Exhibit 58: Regression Industry on Board Involvement 206
Exhibit 59: Mean Board Involvement and Ownership 206
Exhibit 60: Regression Ownership on Board Involvement 207
Exhibit 61: Mean Board Involvement and Dol 208
Exhibit 62: Regression Dol on Board Involvement 209
Exhibit 63: Full Regression Models on Board Involvement Sum 210
Exhibit 64: Mean Board Involvement and Performance 219
Exhibit 65: Regression on Performance 219
Exhibit 66: Results of Hypotheses Tests 225
Exhibit 67: Characterization of Effective and Efficient Boards 229
Exhibit 68: Recommendations for Effective and Efficient Boards 232
|
| adam_txt |
I
Overview of Contents
1 INTRODUCTION 1_
1.1 Motivation for the Study 1
1.2 Research Questions 6
1.3 Research Scope 7
1.4 Structure of the Dissertation 10
2 THEORETICAL FOUNDATIONS 11_
2.1 Boards of Directors 11
2.2 Strategy Process 28
2.3 International Business 35
2.4 Interaction of Board of Directors, Strategy Process, and International Business 42
3 HYPOTHESES 55_
3.1 Determinants of Involvement 55
3.2 Outcomes of Involvement 71
3.3 Integrative Model 72
4 METHODOLOGY 73_
4.1 Research Approach and Level of Analysis 73
4.2 Data Collection 75
4.3 Sample 79
4.4 Variable Operationalization 82
4.5 Data Analysis 95
5 EMPIRICAL FINDINGS 105
5.1 Nature of Involvement 106
5.2 Determinants of Involvement 167
5.3 Outcomes of Involvement 215
5.4 Integration and Normative Suggestions 223
6 CONCLUSION 239
6.1 Contributions 239
6.2 Limitations 241
6.3 Implications for Further Research and Business 242
m
Table of Contents
OVERVIEW OF CONTENTS I
TABLE OF CONTENTS III
LIST OF ABBREVIATIONS AND ACRONYMS VII
LIST OF EXHIBITS VIII
1 INTRODUCTION 1_
1.1 Motivation for the Study 1
1.1.1 Practical Relevance 1
1.1.2 Academic Relevance / Limitations in Existing Research 3
1.2 Research Questions 6
1.3 Research Scope 7
1.4 Structure of the Dissertation 10
2 THEORETICAL FOUNDATIONS 11_
2.1 Boards of Directors 11
2.1.1 Six Underlying Governance Perspectives 11
2.1.1.1 Agency Theory 12
2.1.1.2 Stewardship Theory 13
2.1.1.3 Resource Dependence Theory 14
2.1.1.4 Stakeholder Theory If
2.1.1.5 Institutional Theory 15
2.1.1.6 Managerial Hegemony Theory 16
2.1.2 Board Roles 17
2.1.3 Board Composition 19
2.1.4 Board Structure 21
2.1.5 Board Processes 23
2.1.6 Boards in Switzerland 24
2.1.6.1 Swiss Board System 24
2.1.6.2 Non Transferable Responsibility for Ultimate Direction 26
2.1.7 Conclusion 27
2.2 Strategy Process 28
2.2.1 A Decision Based Approach to Strategy 28
2.2.2 Degree of Freedom: Can Directors Make Strategic Choices'.' 29
2.2.3 Stages of Strategic Decision Prix esses 30
2.2.4 Characteristics of Strategy Processes 31
2.2.4.1 Degree of Rationality 32
2.2.4.2 Degree of Comprehensiyeness 32
2.2.4.3 Degree of Politics and Power 33
2.2.5 Conclusion 34
2.3 International Business 35
2.3.1 Definition of Internationa! Diversification 35
2.3.2 Three Underlying Perspectives on International Diversification 36
2.3.3 Benefits and Risks of International Diversification 38
2.3.4 Key Elements of International Diversification 39
2.3.5 Conclusion 41
IV
2.4 Interaction of Board of Directors, Strategy Process, and International Business 42
2.4.1 Boards as Strategic Decision Making Groups 42
2.4.1.1 Directors'Role in Strategic Decision Processes 42
2.4.1.2 Why Boards Do Not Get More Involved in Strategy 46
2.4.1.3 Why Directors Should Get Involved in Strategy 47
2.4.1.4 Empirical Research on Determinants and Outcomes of Involvement 48
2.4.2 Interaction of International Business and Corporate Governance 50
2.4.2.1 Effects of International Diversification on Corporate Governance 50
2.4.2.2 Effects of Corporate Governance on International Diversification 51
2.4.3 Interaction of International Business and Strategy Process 52
2.4.4 Research Gap: Board of Directors' Involvement in International Diversification Decisions 53
3 HYPOTHESES 55_
3.1 Determinants of Involvement 55
3.1.1 Decision Level Factors 55
3.1.1.1 Decision Importance 55
3.1.1.2 Decision Obviousness 56
3.1.1.3 Decision Type 57
3.1.1.4 Affected Geographic Region 58
3.1.2 Board Level Factors 59
3.1.2.1 Board Size 59
3.1.2.2 Board Expertise 60
3.1.2.3 Board Cohesion 61
3.1.2.4 Board Power 62
3.1.2.5 CEO Duality 63
3.1.2.6 Former CEO on the Board 64
3.1.3 Firm Level Factors 66
3.1.3.1 Past Performance 66
3.1.3.2 Firm Size 66
3.1.3.3 Industry 68
3.1.3.4 Blockholder Ownership 69
3.1.3.5 Degree of Internationalization 70
3.2 Outcomes of Involvement 71
3.3 Integrative Model 72
4 METHODOLOGY 73_
4.1 Research Approach and Level of Analysis 73
4.1.1 The Case for Mixed Methods 73
4.1.2 Level of Analysis 75
4.2 Data Collection 75
4.2.1 Archival Data 75
4.2.2 Interviews 76
4.3 Sample 79
4.3.1 Sampling Criteria 79
4.3.2 Sample Description 81
4.4 Variable Operationalization 82
4.4.1 Board Involvement in Strategic Decisions 82
4.4.2 Determinants of Board Involvement 86
4.4.2.1 Decision Level Variables 86
4.4.2.2 Board Level Variables 87
4.4.2.3 Firm Level Variables 90
4.4.3 Outcomes of Board Involvement 94
4.5 Data Analysis 95
4.5.1 Qualitative Analysis 95
4.5.2 Statistical Analysis 96
4.5.3 Validity and Reliability 101
V
5 EMPIRICAL FINDINGS 105
5.1 Nature of Involvement 106
5.1.1 Qualitative Findings 106
5.1.1.1 Relevance of Strategy Role 106
5.1.1.2 Extent of Involvement 110
5.1.1.3 Nature of Strategy and the Strategic Decision Process 117
5.1.1.4 Relevance of International Diversification Decisions 123
5.1.1.5 Occasions and Means of Involvement 129
5.1.1.6 Role of Strategy Retreats 132
5.1.1.7 Role of Chairpersons 136
5.1.1.8 Role of Strategy Committees 139
5.1.1.9 Interplay Board and Management 141
5.1.1.10 Debate on Corporate Governance 147
5.1.1.11 A Typology of Board Involvement in Strategy 150
5.1.2 Quantitative Findings 155
5.1.2.1 Level of Involvement 156
5.1.2.2 Board Typologies 160
5.1.3 Conclusion 164
5.2 Determinants of Involvement 167
5.2.1 Qualitative Findings 167
5.2.1.1 Decision Level Factors 167
5.2.1.2 Board Level Factors 169
5.2.1.3 Firm Level Factors 1X0
5.2.2 Quantitative Findings 185
5.2.2.1 Decision Level Factors 1K5
5.2.2.2 Board Level Factors 191
5.2.2.3 Firm Level Factors 202
5.2.2.4 Full Model of Predictors 210
5.2.3 Conclusion 213
53 Outcomes of Involvement 215
5.3.1 Qualitative Findings 215
5.3.1.1 Decision Level Outcomes 215
5.3.1.2 Board Level Outcomes 216
5.3.1.3 Firm Level Outcomes 217
5.3.2 Quantitative Findings 219
5.3.3 Conclusion 220
5.4 Integration and Normative Suggestions 223
5.4.1 Key Findings 223
5.4.2 Concluding Discussion 227
5.4.3 Normative Suggestions 229
5.4.3.1 Characterization of Effective and Efficient Boards 229
5.4.3.2 Levers to Become/Remain an Effective and Efficient Hoard 232
6 CONCLUSION 239^
6.1 Contributions 239
6.2 Limitations 241
6.3 Implications for Further Research and Business 242
VI
APPENDIX I: LIST OF INTERVIEWEES XI
APPENDIX II: INTERVIEW GUIDELINE XVII
APPENDIX III: INTERVIEW QUESTIONNAIRE XVIII
APPENDIX IV: SUMMARY OF HYPOTHESES XXII
APPENDIX V: DESCRIPTIVE STATISTICS ON DECISION LEVEL XXIII
APPENDIX VI: DESCRIPTIVE STATISTICS ON FIRM LEVEL XXIV
APPENDIX VII: CORRELATION TABLE ON DECISION LEVEL XXV
APPENDIX VIII: CORRELATION TABLE ON FIRM LEVEL XXVI
APPENDIX IX: MIXED LINEAR REGRESSION ON BOARD
INVOLVEMENT SUM XXVII
APPENDIX X: MIXED LINEAR REGRESSION ON BOARD
INVOLVEMENT FORMATION XXVIII
APPENDIX XI: MIXED LINEAR REGRESSION ON BOARD
INVOLVEMENT EVALUATION XXIX
APPENDIX XII: LINEAR REGRESSIONS ON FIRM LEVEL XXX
REFERENCES XXXI
CURRICULUM VITAE LI
VIII
List of Exhibits
Exhibit 1: Competing Pressures for Board Involvement 1
Exhibit 2: Overview on Research Questions 6
Exhibit 3: Research Scope 7
Exhibit 4: Structure of Dissertation 10
Exhibit 5: Three Relevant Streams of Research 11
Exhibit 6: Overview on Underlying Board Perspectives 11
Exhibit 7: Three Overlapping Board Roles 18
Exhibit 8: Stylized Comparison of Board Models 26
Exhibit 9: Elements of the Non Transferable Ultimate Direction of Swiss Boards 26
Exhibit 10: Delineation of Strategic Decisions 29
Exhibit 11: Interaction of Research Streams 42
Exhibit 12: Board of Directors Role Continuum 44
Exhibit 13: Division of Strategic Tasks between Board and TMT 45
Exhibit 14: Empirical Studies on Board Involvement in Strategy 49
Exhibit 15: Overview of Hypotheses 72
Exhibit 16: Quantitative, Qualitative, and Mixed Research Methods 74
Exhibit 17: Logistic Regression to Determine Sample Bias 81
Exhibit 18: Sample for Empirical Findings 82
Exhibit 19: Operationalization of Board Involvement 83
Exhibit 20: Operationalization of Board Involvement over Phases of Decision Process 84
Exhibit 21: Operationalization of Board Expertise 88
Exhibit 22: Operationalization of Board Cohesiveness 89
Exhibit 23: Operationalization of Board Power 89
Exhibit 24: Board and Management Responsibilities 142
Exhibit 25: Typology of Board Involvement in Strategy 151
Exhibit 26: Evolution of Board Types 155
Exhibit 27: Distribution of Cases for Strategy Formation and Strategy Evaluation 156
Exhibit 28: Distribution of Cases for Board Involvement Sum 156
Exhibit 29: Distribution of Involvement over Phases 158
Exhibit 30: Relative Involvement of Chairpersons 159
Exhibit 31: Distribution of Cases Across McNulty Pettigrew Types 160
Exhibit 32: Distribution of Cases Across Decision Model 161
Exhibit 33: Distribution of Cases Across Involvement Typology 163
Exhibit 34: Mean Board Involvement and Decision Importance 186
IX
Exhibit 35: Mean Board Involvement and Decision Obviousness 187
Exhibit 36: Mean Board Involvement and Decision Type 188
Exhibit 37: Regression Decision Type on Board Involvement 189
Exhibit 38: Mean Board Involvement and Decision Region 189
Exhibit 39: Regression Decision Region on Board Involvement 190
Exhibit 40: Mean Board Involvement and Board Size 191
Exhibit 41: Regression Board Size on Board Involvement 192
Exhibit 42: Mean Board Involvement and Board Expertise 193
Exhibit 43: Components of Board Expertise 193
Exhibit 44: Regression Board Expertise on Board Involvement 194
Exhibit 45: Mean Board Involvement and Board Cohesion 195
Exhibit 46: Regression Board Cohesion on Board Involvement 196
Exhibit 47: Mean Board Involvement and Board Power 197
Exhibit 48: Regression Board Power on Board Involvement 198
Exhibit 49: Mean Board Involvement and CEO Duality 199
Exhibit 50: Regression CEO Duality on Board Involvement 199
Exhibit 51: Mean Board Involvement and Former CEO 200
Exhibit 52: Regression Former CEO on Board Involvement 201
Exhibit 53: Mean Board Involvement and Past Performance 202
Exhibit 54: Regression Past Performance on Board Involvement 203
Exhibit 55: Mean Board Involvement and Firm Size 204
Exhibit 56: Regression Firm Size on Board Involvement 204
Exhibit 57: Mean Board Involvement and Industry 205
Exhibit 58: Regression Industry on Board Involvement 206
Exhibit 59: Mean Board Involvement and Ownership 206
Exhibit 60: Regression Ownership on Board Involvement 207
Exhibit 61: Mean Board Involvement and Dol 208
Exhibit 62: Regression Dol on Board Involvement 209
Exhibit 63: Full Regression Models on Board Involvement Sum 210
Exhibit 64: Mean Board Involvement and Performance 219
Exhibit 65: Regression on Performance 219
Exhibit 66: Results of Hypotheses Tests 225
Exhibit 67: Characterization of Effective and Efficient Boards 229
Exhibit 68: Recommendations for Effective and Efficient Boards 232 |
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| author | Brändle, Peter |
| author_facet | Brändle, Peter |
| author_role | aut |
| author_sort | Brändle, Peter |
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| bvnumber | BV022408713 |
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| ctrlnum | (OCoLC)255602554 (DE-599)BVBBV022408713 |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Thesis Book |
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| genre_facet | Hochschulschrift |
| geographic | Schweiz (DE-588)4053881-3 gnd |
| geographic_facet | Schweiz |
| id | DE-604.BV022408713 |
| illustrated | Illustrated |
| index_date | 2024-07-02T17:21:18Z |
| indexdate | 2024-07-09T20:56:57Z |
| institution | BVB |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-015617247 |
| oclc_num | 255602554 |
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| physical | 244, LI S. graph. Darst. |
| publishDate | 2007 |
| publishDateSearch | 2007 |
| publishDateSort | 2007 |
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| spelling | Brändle, Peter Verfasser aut Boards of directors and strategy director's involvement in international diversification decisions of Swiss firms Peter Brändle 2007 244, LI S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier St. Gallen, Univ., Diss., 2006 Dissertation / Thesis - 18 Vorstand / Strategische Unternehmensplanung / Strategisches Management / Diversifikation / International / Befragung / Schätzung / Schweiz Führungsentscheidung (DE-588)4390843-3 gnd rswk-swf Exportdiversifikation (DE-588)4113492-8 gnd rswk-swf Board of directors (DE-588)4303006-3 gnd rswk-swf Unternehmensleitung (DE-588)4233771-9 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Schweiz (DE-588)4053881-3 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Schweiz (DE-588)4053881-3 g Board of directors (DE-588)4303006-3 s Führungsentscheidung (DE-588)4390843-3 s Exportdiversifikation (DE-588)4113492-8 s DE-604 Unternehmensleitung (DE-588)4233771-9 s Strategisches Management (DE-588)4124261-0 s DE-188 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015617247&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Brändle, Peter Boards of directors and strategy director's involvement in international diversification decisions of Swiss firms Dissertation / Thesis - 18 Vorstand / Strategische Unternehmensplanung / Strategisches Management / Diversifikation / International / Befragung / Schätzung / Schweiz Führungsentscheidung (DE-588)4390843-3 gnd Exportdiversifikation (DE-588)4113492-8 gnd Board of directors (DE-588)4303006-3 gnd Unternehmensleitung (DE-588)4233771-9 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4390843-3 (DE-588)4113492-8 (DE-588)4303006-3 (DE-588)4233771-9 (DE-588)4124261-0 (DE-588)4053881-3 (DE-588)4113937-9 |
| title | Boards of directors and strategy director's involvement in international diversification decisions of Swiss firms |
| title_auth | Boards of directors and strategy director's involvement in international diversification decisions of Swiss firms |
| title_exact_search | Boards of directors and strategy director's involvement in international diversification decisions of Swiss firms |
| title_exact_search_txtP | Boards of directors and strategy director's involvement in international diversification decisions of Swiss firms |
| title_full | Boards of directors and strategy director's involvement in international diversification decisions of Swiss firms Peter Brändle |
| title_fullStr | Boards of directors and strategy director's involvement in international diversification decisions of Swiss firms Peter Brändle |
| title_full_unstemmed | Boards of directors and strategy director's involvement in international diversification decisions of Swiss firms Peter Brändle |
| title_short | Boards of directors and strategy |
| title_sort | boards of directors and strategy director s involvement in international diversification decisions of swiss firms |
| title_sub | director's involvement in international diversification decisions of Swiss firms |
| topic | Dissertation / Thesis - 18 Vorstand / Strategische Unternehmensplanung / Strategisches Management / Diversifikation / International / Befragung / Schätzung / Schweiz Führungsentscheidung (DE-588)4390843-3 gnd Exportdiversifikation (DE-588)4113492-8 gnd Board of directors (DE-588)4303006-3 gnd Unternehmensleitung (DE-588)4233771-9 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Dissertation / Thesis - 18 Vorstand / Strategische Unternehmensplanung / Strategisches Management / Diversifikation / International / Befragung / Schätzung / Schweiz Führungsentscheidung Exportdiversifikation Board of directors Unternehmensleitung Strategisches Management Schweiz Hochschulschrift |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015617247&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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