Too busy to serve? an examination of the Influence of Overboarded Directors

Ira G. Harris, Katsuhiko Shimizu

Research output: Contribution to journalArticle

108 Citations (Scopus)

Abstract

Overboarded directors (i.e., those serving on too many boards) have come under recent attack. The accusation is that such directors are 'stretched' by several directorships and therefore cannot fulfil their governance responsibility. This study investigates the impact of overboarded directors upon key strategic decisions such as corporate acquisitions. Based on our examination of acquisition outcomes, we found that such directors are important sources of knowledge and enhance acquisition performance. Moreover, they represent an important complement to inside and nonoverboarded outside directors.

Original languageEnglish
Pages (from-to)775-798
Number of pages24
JournalJournal of Management Studies
Volume41
Issue number5
DOIs
Publication statusPublished - 2004 Jul
Externally publishedYes

Fingerprint

Corporate acquisitions
Outside directors
Attack
Governance
Strategic decisions
Responsibility

ASJC Scopus subject areas

  • Business and International Management
  • Management of Technology and Innovation
  • Strategy and Management

Cite this

Too busy to serve? an examination of the Influence of Overboarded Directors. / Harris, Ira G.; Shimizu, Katsuhiko.

In: Journal of Management Studies, Vol. 41, No. 5, 07.2004, p. 775-798.

Research output: Contribution to journalArticle

@article{f60292a480074f00acd7ce971d6a24ac,
title = "Too busy to serve? an examination of the Influence of Overboarded Directors",
abstract = "Overboarded directors (i.e., those serving on too many boards) have come under recent attack. The accusation is that such directors are 'stretched' by several directorships and therefore cannot fulfil their governance responsibility. This study investigates the impact of overboarded directors upon key strategic decisions such as corporate acquisitions. Based on our examination of acquisition outcomes, we found that such directors are important sources of knowledge and enhance acquisition performance. Moreover, they represent an important complement to inside and nonoverboarded outside directors.",
author = "Harris, {Ira G.} and Katsuhiko Shimizu",
year = "2004",
month = "7",
doi = "10.1111/j.1467-6486.2004.00453.x",
language = "English",
volume = "41",
pages = "775--798",
journal = "Journal of Management Studies",
issn = "0022-2380",
publisher = "Wiley-Blackwell",
number = "5",

}

TY - JOUR

T1 - Too busy to serve? an examination of the Influence of Overboarded Directors

AU - Harris, Ira G.

AU - Shimizu, Katsuhiko

PY - 2004/7

Y1 - 2004/7

N2 - Overboarded directors (i.e., those serving on too many boards) have come under recent attack. The accusation is that such directors are 'stretched' by several directorships and therefore cannot fulfil their governance responsibility. This study investigates the impact of overboarded directors upon key strategic decisions such as corporate acquisitions. Based on our examination of acquisition outcomes, we found that such directors are important sources of knowledge and enhance acquisition performance. Moreover, they represent an important complement to inside and nonoverboarded outside directors.

AB - Overboarded directors (i.e., those serving on too many boards) have come under recent attack. The accusation is that such directors are 'stretched' by several directorships and therefore cannot fulfil their governance responsibility. This study investigates the impact of overboarded directors upon key strategic decisions such as corporate acquisitions. Based on our examination of acquisition outcomes, we found that such directors are important sources of knowledge and enhance acquisition performance. Moreover, they represent an important complement to inside and nonoverboarded outside directors.

UR - http://www.scopus.com/inward/record.url?scp=3142748475&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=3142748475&partnerID=8YFLogxK

U2 - 10.1111/j.1467-6486.2004.00453.x

DO - 10.1111/j.1467-6486.2004.00453.x

M3 - Article

AN - SCOPUS:3142748475

VL - 41

SP - 775

EP - 798

JO - Journal of Management Studies

JF - Journal of Management Studies

SN - 0022-2380

IS - 5

ER -