İşletme Bölümü Yayın Koleksiyonu
Permanent URI for this collectionhttps://hdl.handle.net/20.500.12416/403
Browse
3 results
Search Results
Article Board Composition and Organizational Performance: Environmental Characteristics Matter(2011) Şener, İrge; Varoğlu, A. Kadir; Aren, SelimConcern for board of directors considerably increased with the recent developments in the corporate governance field. Despite that extensive research was conducted, the understanding of the board and its effects is still limited. This is mainly because that the majority of the corporate governance research focused mostly on the direct relation of board characteristics with organizational outcomes, and neglected the effect of intervening variables, leading to inconclusive research findings. Deriving on this limitation, in this study, the effect of board composition on organizational performance was investigated for different environmental conditions, which are measured in terms of munificence and dynamism of the industry in which the organizations operate and product complexity of the organizations. In addition, the moderating effects of these dimensions of organizational task environments on the relationship between board composition and organizational performance were also addressed. Building on resource dependence theory, it is suggested that under different environmental conditions, different compositions of boards will positively influence organizational performance. Based on the data from 80 companies which shares are publicly traded in İstanbul Stock Exchange, the findings indicate that the effect of board composition on organizational performance vary among different environmental conditions.Conference Object Citation - WoS: 1Citation - Scopus: 10Board Composition and Organizational Performance: Environmental Characteristics Matter(Elsevier Science Bv, 2011) Varoglu, Abdulkadir; Aren, Selim; Sener, IrgeConcern for board of directors considerably increased with the recent developments in the corporate governance field. Despite that extensive research was conducted, the understanding of the board and its effects is still limited. This is mainly because that the majority of the corporate governance research focused mostly on the direct relation of board characteristics with organizational outcomes, and neglected the effect of intervening variables, leading to inconclusive research findings. Deriving on this limitation, in this study, the effect of board composition on organizational performance was investigated for different environmental conditions, which are measured in terms of munificence and dynamism of the industry in which the organizations operate and product complexity of the organizations. In addition, the moderating effects of these dimensions of organizational task environments on the relationship between board composition and organizational performance were also addressed. Building on resource dependence theory, it is suggested that under different environmental conditions, different compositions of boards will positively influence organizational performance. Based on the data from 80 companies which shares are publicly traded in Istanbul Stock Exchange, the findings indicate that the effect of board composition on organizational performance vary among different environmental conditions. (C) 2011 Published by Elsevier Ltd. Selection and/or peer-review under responsibility 7th International Strategic Management ConferenceConference Object Citation - WoS: 16Strategic Responses of Top Managers To Environmental Uncertainty(Elsevier Science Bv, 2012) Sener, IrgeManagerial perceptions of their organizational environments in terms of environmental uncertainty form the basis of organizational strategies. In this study, it is aimed to determine the organizational strategies, developed in response to perceptions of environmental uncertainty measured by three dimensions, which are environmental dynamism, environmental complexity and environmental munificence. Interviews with 16 top-managers were conducted. The findings of the research demonstrate that top management's perceptions of environmental uncertainty have an impact on their companies' strategic orientations. Although most of the strategies were developed based on the perceptions of environmental munificence, mainly scarcity; only managers perceiving environmental dynamism and environmental complexity tend to form strategic alliances.