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Toward a life cycle theory of board evolution: Considering firm legitimacy

Published online by Cambridge University Press:  10 February 2015

Elise Perrault  and
Patrick McHugh
Elise Perrault*
Affiliation:
Department of Management and Entrepreneurship, College of Charleston, 66 George Street, Charleston, SC, USA
Patrick McHugh
Affiliation:
Brown University, Providence, RI, USA
*
Corresponding author: perraulte@cofc.edu
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Abstract

In this article, we build on recent attempts to theorize about the evolution of boards of directors by juxtaposing firms’ strategies to gain, maintain, and repair legitimacy onto their life cycle to examine how board characteristics change – both symbolically and substantively – to reflect their firm’s evolving legitimating strategy. In doing so, we develop insights contributing to our understanding of the mechanisms underpinning the evolving structure and composition of boards of directors. We suggest that boards fulfill an important role ingrained in the firm’s legitimacy in addition to, and intertwined with, their substantive contribution to the firm’s performance at each life cycle stage. We also address firms’ real ability to effect change in their board as a function of the factors that pertain to each stage of life cycle. We conclude by expounding the implications of this novel framework for future research and managerial practice.

Keywords

firm legitimacycorporate governancefirm life cycleboard of directorsboard composition
Type
Research Article
Information
Journal of Management & Organization , Volume 21 , Issue 5 , September 2015 , pp. 627 - 649
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2015 

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