Title: Theorising director task performance over time: insights from capture theory

Authors: Stuart Farquhar; Silke Machold; Pervaiz K. Ahmed

Addresses: Department of Finance, Accounting, Systems and Economics, Faculty of Social Sciences, University of Wolverhampton, MN Building, Nursery Street, Wolverhampton, WV1 1AD, UK ' Department of Human Resources and Leadership, Faculty of Social Sciences, University of Wolverhampton, MN Building, Nursery Street, Wolverhampton, WV1 1AD, UK ' School of Business, Monash University, Jalan Lagoon Selatan, 46150 Bandar Sunway, Selangor Darul Ehsan, Malaysia

Abstract: We develop a conceptual framework in which we show how a non-executive director's task performance may change over their life cycle on the board. We adopt a three-stage process to examine the task performance of a non-executive director: independence stage, engagement stage and relationship renewal stage, and use capture theories of regulation to develop a number of testable propositions. We argue that capture theory allows us to explain how a non-executive director's task performance can change from one where monitoring and control is high and strategy and service is low to the reverse over their period on the board.

Keywords: non-executive directors; task performance; capture theory; monitoring; control; strategy; service; corporate governance.

DOI: 10.1504/IJBGE.2014.063277

International Journal of Business Governance and Ethics, 2014 Vol.9 No.2, pp.155 - 169

Published online: 31 Mar 2015 *

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