%0 Journal Article
%T Board Socio
%A Andrew J. Ward
%A Ann Buchholtz
%A Jill A. Brown
%A Marcus M. Butts
%J Business & Society
%@ 1552-4205
%D 2019
%R 10.1177/0007650316675597
%X This study examines how heightened expectations of board responsibility and accountability affect the socio-cognitive decision-making of boards and their collective task performance. Using data from the directors of 60 boards who served before and after the enactment of Sarbanes¨COxley, this study provides insight into the potential negative impact that this tightened accountability environment can have on a board¡¯s task performance. Examining several socio-cognitive elements of board decision-making, board authority is found to have a positive main effect on board task performance, while relative CEO power and affective conflict have curvilinear relationships with board task performance. Cohesiveness also moderates the relationship between a board¡¯s perceived uncertainty and affective conflict with board task performance. In sum, the model shows how a new era of director accountability can affect the social cognitions of board decision-making that underlie board task performance
%K boards of directors
%K cohesiveness
%K conflict
%K corporate governance
%K social cognitive theory
%U https://journals.sagepub.com/doi/full/10.1177/0007650316675597