Organizational performance and adaptation: effects of environment and performance on changes in board composition

Article Abstract:

This study examined performance as a moderator of organizational adaptation to environmental change. Change in the composition of boards of directors was examined as a dependent variable reflecting organizational attempts to deal with changing external contingencies. We tested specific hypotheses in an analysis of 29 California hospitals over a seven-year period. Results indicate that hospitals change the composition of their boards to adapt to changing environmental contingencies but that the hospitals' performance moderates the rate of their response, with poorer performers being more willing to initiate changes in board composition than strong performers. (Reprinted by permission of the publisher.)

Hospitals, Corporate directors, Employee incentives, Hospital administration

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Performance and successor choice: the moderating effects of governance and ownership

Article Abstract:

This study examined influences on whether chief executive successors are chosen from inside or outside an organization. We examined the choice of a successor as a functions of organizational performance as moderated by the composition of an organization's board of directors and its ownership structure. Results indicate that performance influences successor choice, but board composition, firm ownership, and ownership concentration moderate that relationship. These relationships were examined using data from 67 semiconductor producers over a 22-year period. (Reprinted by permission of the publisher.)

Corporate governance, Chief executive officers, Chief executive officer successions

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