{"id":{"repo_id":"wlv","oai_identifier":"oai:wlv.openrepository.com:2436/297458"},"canonical_url":"https://search.dev.ndltd.org/etd/wlv/oai:wlv.openrepository.com:2436/297458","repository":{"repo_id":"wlv","name":"University of Wolverhampton","base_url":"https://wlv.openrepository.com/server/oai/request"},"display":{"title":"The impact of board processes on board role performance and effectiveness: An empirical study of UK listed companies","abstract":"In this research the impact of board governance orientation and board processes on board role performance and board effectiveness is examined. Building on existing literature, a model that relates board governance orientation (agency, stakeholder, stewardship and resource dependency) and board processes (cohesiveness, cognitive conflict, affective conflict, communication quality, effort norms, trust and the use of knowledge & skills) to board effectiveness via three mediating variables, board control role, board service role, and board strategy role is developed. The model was tested through a survey of listed companies in the UK. The results are based on 74 companies. The findings show (a) the board undertakes two distinct roles, control and service; (b) process variables, most notably cognitive conflict and the use of knowledge & skills, significantly influence board effectiveness mediated by the board’s control and/or service role; (c) structural variables, specifically the proportion of outsiders on the board, impacts on the board control role; (d) understanding board effectiveness requires a multitheoretic perspective.","abstract_html":"In this research the impact of board governance orientation and board processes on board role performance and board effectiveness is examined. Building on existing literature, a model that relates board governance orientation (agency, stakeholder, stewardship and resource dependency) and board processes (cohesiveness, cognitive conflict, affective conflict, communication quality, effort norms, trust and the use of knowledge & skills) to board effectiveness via three mediating variables, board control role, board service role, and board strategy role is developed. The model was tested through a survey of listed companies in the UK. The results are based on 74 companies. The findings show (a) the board undertakes two distinct roles, control and service; (b) process variables, most notably cognitive conflict and the use of knowledge & skills, significantly influence board effectiveness mediated by the board’s control and/or service role; (c) structural variables, specifically the proportion of outsiders on the board, impacts on the board control role; (d) understanding board effectiveness requires a multitheoretic perspective.","abstract_has_math":false,"creators":["Farquhar, Stuart"],"institution":"University of Wolverhampton","degree_name":"PhD","degree_level":"Doctoral","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Machold, Silke Dr."],"committee_chairs":[],"committee_members":[],"year":2011,"date_issued":"2011-11","date_published":"2011-11","updated_at":"2026-07-24T06:09:17Z","subjects":["board processes","board effectiveness","Boards"],"languages":[],"rights":[],"rights_urls":["https://wlv.dspace7.openrepository.com/bitstreams/74cded8e-5f61-4147-ba55-004d6cf514c0/download"],"identifier_entries":[]},"links":{"outbound_url":null,"outbound_label":null,"outbound_source":null},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Machold, Silke Dr."]},{"key":"dc:creator","label":"Author","values":["Farquhar, Stuart"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.issued","label":"Date","values":["2011-11"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["University of Wolverhampton"]},{"key":"dc:relation.isreferencedby","label":"Dc Relation Isreferencedby","values":["http://hdl.handle.net/2436/297458"]},{"key":"dc:type","label":"Dc Type","values":["Thesis or dissertation"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["Doctoral"]},{"key":"dc:type.qualificationname","label":"Dc Type Qualificationname","values":["PhD"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["board processes","board effectiveness","Boards"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:rights","label":"Dc Rights","values":["https://wlv.dspace7.openrepository.com/bitstreams/74cded8e-5f61-4147-ba55-004d6cf514c0/download"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://wlv.dspace7.openrepository.com/bitstreams/a2316a42-6430-4459-9688-664baaf270b8/download"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["In this research the impact of board governance orientation and board processes on board role performance and board effectiveness is examined. Building on existing literature, a model that relates board governance orientation (agency, stakeholder, stewardship and resource dependency) and board processes (cohesiveness, cognitive conflict, affective conflict, communication quality, effort norms, trust and the use of knowledge & skills) to board effectiveness via three mediating variables, board control role, board service role, and board strategy role is developed. The model was tested through a survey of listed companies in the UK. The results are based on 74 companies. The findings show (a) the board undertakes two distinct roles, control and service; (b) process variables, most notably cognitive conflict and the use of knowledge & skills, significantly influence board effectiveness mediated by the board’s control and/or service role; (c) structural variables, specifically the proportion of outsiders on the board, impacts on the board control role; (d) understanding board effectiveness requires a multitheoretic perspective."]},{"key":"dc:format.checksum.md5","label":"Dc Format Checksum Md5","values":["f75e5241bcfe4fcd8ff6dbd4ac181d88","5517315717c40b6a24a89eefbb68951b","de048f8b88c8d7c3f3e16b9424ed4ae9"]},{"key":"dc:title","label":"Title","values":["The impact of board processes on board role performance and effectiveness: An empirical study of UK listed companies"]}]}],"canonical_facts":{"dc:contributor.advisor":["Machold, Silke Dr."],"dc:creator":["Farquhar, Stuart"],"dc:date.issued":["2011-11"],"dc:description.abstract":["In this research the impact of board governance orientation and board processes on board role performance and board effectiveness is examined. Building on existing literature, a model that relates board governance orientation (agency, stakeholder, stewardship and resource dependency) and board processes (cohesiveness, cognitive conflict, affective conflict, communication quality, effort norms, trust and the use of knowledge & skills) to board effectiveness via three mediating variables, board control role, board service role, and board strategy role is developed. The model was tested through a survey of listed companies in the UK. The results are based on 74 companies. The findings show (a) the board undertakes two distinct roles, control and service; (b) process variables, most notably cognitive conflict and the use of knowledge & skills, significantly influence board effectiveness mediated by the board’s control and/or service role; (c) structural variables, specifically the proportion of outsiders on the board, impacts on the board control role; (d) understanding board effectiveness requires a multitheoretic perspective."],"dc:format.checksum.md5":["f75e5241bcfe4fcd8ff6dbd4ac181d88","5517315717c40b6a24a89eefbb68951b","de048f8b88c8d7c3f3e16b9424ed4ae9"],"dc:identifier.uri":["https://wlv.dspace7.openrepository.com/bitstreams/a2316a42-6430-4459-9688-664baaf270b8/download"],"dc:publisher.institution":["University of Wolverhampton"],"dc:relation.isreferencedby":["http://hdl.handle.net/2436/297458"],"dc:rights":["https://wlv.dspace7.openrepository.com/bitstreams/74cded8e-5f61-4147-ba55-004d6cf514c0/download"],"dc:subject":["board processes","board effectiveness","Boards"],"dc:title":["The impact of board processes on board role performance and effectiveness: An empirical study of UK listed companies"],"dc:type":["Thesis or dissertation"],"dc:type.qualificationlevel":["Doctoral"],"dc:type.qualificationname":["PhD"]},"updated_at":"2026-07-24T06:09:17Z"}