000			nam a22 4500
999			_c49587 _d49587
003			OSt
005			20180416170044.0
008			180416b xxu||||| |||| 00| 0 eng d
100			_a Veltrop, Dennis B. _931110
245			_a The Relationship Between Tenure and Outside Director Task Involvement: A Social Identity Perspective
300			_a 445–469 p.
520			_aDrawing from corporate governance research and social identity theory, the authors argue that the relationship between outside directors’ time in office and outside director task involvement is more complex than generally anticipated. By using a unique multisource data set composed of peer ratings provided by fellow outside directors rating a focal director’s task involvement, this study analyzes director task involvement at the individual director level of analysis. The authors propose and empirically demonstrate that outside director tenure has an inverted U-shaped relationship with outside director task involvement that is moderated by a director’s social identification with the organization. As such, the authors demonstrate that social identification with the organization provides a critical contingency for the curvilinear relationship between outside director tenure and outside director task involvement. Findings suggest that outside directors who socially identify with the organization are more likely to grow “stale in the saddle” at lower levels of tenure. These findings provide support for the merit of analyzing outside directors at the individual level of analysis and suggest that a “one-size-fits-all” approach may not be most appropriate in assessing the effects of tenure on outside director functioning.
653			_aboard of directors
653			_aboard composition
653			_aoutside director tenure
653			_aoutside director task involvement,
653			_aorganizational identification
700			_aMolleman, Eric _931111
700			_aHooghiemstra, Reggy _931112
700			_aEes, Hans van _931113
773	0		_029017 29017 _970281 _aDEBORAH E. RUPP _dWEST LAFAYETTE SAGE PUBLICATION 2012 _o5558626 _tJOURNAL OF MANAGEMENT _x 0149-2063
942			_2ddc _cJA-ARTICLE