Publication Type

Journal Article

Version

publishedVersion

Publication Date

1-2017

Abstract

We examine the impact of interpersonal justice among outside directors on the board and between a director and the CEO regarding the director’s monitoring and resource provision behaviors in different cultural contexts. We argue that directors from individualistic countries are more influenced by CEO interpersonal justice while directors from collectivistic countries are more affected by the board interpersonal justice. Our main effect results indicate that interpersonal justice with board members is positively related to both monitoring and resource provision by a director, while CEO interpersonal justice is related only to resource provision. Our results also show different effects on the director’s behaviors between three countries, i.e., Canada, Singapore, and Spain. We found that CEO interpersonal justice is positively associated with resource provision in Canada, while board interpersonal justice is positively related to both monitoring and resource provision in Singapore and Spain. These results suggest that directors discharge their board duties differently by how they are treated by other directors and the CEO and that their governance behaviors vary by culture. This study contributes to the literature on comparative corporate governance by showing the differences in directors’ behaviors in different cultural contexts.

Keywords

Board of directors, Cross-cultural comparison, Interpersonal justice, Social exchange, Monitoring, Resource provision

Discipline

Organizational Behavior and Theory

Publication

Review of Managerial Science

Volume

12

Issue

3

First Page

683

Last Page

709

ISSN

1863-6683

Identifier

10.1007/s11846-017-0227-2

Publisher

Springer

Copyright Owner and License

Authors

External URL

https://www.scopus.com/inward/record.uri?eid=2-s2.0-85010941406&doi=10.1007%2fs11846-017-0227-2&partnerID=40&md5=07bb1477ce7de5d4c54b71395e9b1c55

Additional URL

http://doi.org/10.1007/s11846-017-0227-2

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