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首页> 外文期刊>International studies of management & organization >Corporate Governance and Paradoxical Tensions: Leadership Dynamics Through Facet Theory
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Corporate Governance and Paradoxical Tensions: Leadership Dynamics Through Facet Theory

机译：公司治理和矛盾的紧张局势：通过方面理论的领导动态

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Relying on a sample of 841 respondents who are board members of Norwegian firms, this study applied Dr. Guttman's Facet Theory along with nonmetric multidimensional scaling to propose and empirically test structural hypotheses about perceptions of boardroom dynamics. The application of this formal methodology to studying corporate governance processes offers unique insights into leadership dynamics and paradoxical tensions as board members experience them in the boardroom. A facet framework defining the content universe formed the basis for facet profile configurations expressing classes of boardroom dynamics. Results overall confirmed the structural hypotheses and the lawfulness of a radex structure representing boardroom processes. Three facets differentiated among classes of boardroom processes in terms of whether they represent opportunities or threats for cooperation, board asserting or acquiescing roles, and approaching or distancing orientations. These facets represented the qualitative differentiation and jointly played the polarizing role, while a fourth ordered facet on specificity played the modulator role. Director's perceptions of shared leadership and monitoring comprise enabling orientations and are differentiated from inhibiting orientations that include dominating leadership and biases. The findings have implications for director's motivation and ability to engage in their monitoring and resource provision roles, or alternatively, contribute to governance inertia.
机译：这项研究依靠挪威公司的董事会成员的841名受访者的样本，应用于Guttman的方面理论博士以及非更正的多维缩放，提出和经验测试关于董事会动力学的看法的结构假设。在董事会成员在会议室内体验到董事会体验时，这种正式方法将其应用于研究公司治理流程的独特洞察力和矛盾的紧张局势。定义内容宇宙的小平面框架为表格配置文件表达表达课堂动态类的基础构成了基础。结果总体证实了代表董事会过程的rADEx结构的结构假设和合法性。在董事会过程中的三个方面有所区别，而他们是否代表合作，董事会主张，默认或默许角色以及接近或疏远方向的机会或威胁。这些方面代表了定性分化并共同发挥了偏振作用，而第四个有序的面对特异性的方面发挥了调制器作用。董事对共享领导和监测的看法包括启动方向，并与包括支配领导和偏见的抑制取向。调查结果对董事的动机和能力有影响，从事监测和资源提供角色的能力，或者为治理惯性做出贡献。

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