Publication Type

Journal Article

Version

acceptedVersion

Publication Date

6-2017

Abstract

While directors’ task boundaries are usually ambiguous, some of their activities or behaviors clearly constitute their formal duties, whereas others are usually perceived as organizational citizenship behavior (OCB). Applying identity theory, we present a theoretical model that demonstrates one of the key drivers for directors to engage in OCB with a focus on their role identity. We argue that an individual director’s role identity is one of the key factors that motivate directors to engage in OCB. Furthermore, we propose that two board-level contingencies, board capital, and informal board hierarchy order, can moderate the effect of directors’ role-identity salience on their OCB. That is, low levels of board capital and directors’ higher positions in a board’s informal hierarchy enhance directors’ motivation to engage in OCB.

Keywords

Board capital, Board informal hierarchy, Board of directors, Director identity, Organization citizenship behavior

Discipline

Business Law, Public Responsibility, and Ethics | Organizational Behavior and Theory | Strategic Management Policy

Research Areas

Strategy and Organisation

Publication

Journal of Business Ethics

Volume

143

First Page

99

Last Page

109

ISSN

0167-4544

Identifier

10.1007/s10551-015-2808-9

Publisher

Springer

Embargo Period

8-1-2016

Copyright Owner and License

Authors

Additional URL

https://doi.org/10.1007/s10551-015-2808-9

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