The roles of boards of directors in Omani companies: a study of board processes.

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Basiddiq, H.A., 2019. The roles of boards of directors in Omani companies: a study of board processes. PhD, Nottingham Trent University.

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Abstract

This study draws on social comparison theory, persuasive arguments theory and power circulation theory to examine board processes in general and the factors affecting board decision-making processes in particular. Qualitative semi-structured interviews conducted with 34 outside directors serving on boards of companies listed on Oman’s Muscat Securities Market revealed that outside directors influence board agendas and prepare for meetings in a number of ways, and that they interact with a range of constituents inside and outside the boardroom. Further, the interactions in the formal meetings are dynamic and multidimensional, affected by factors including the quality of information provided by the CEO/executive team, board knowledge, chair leadership skills, board/executive team relationships, the power held by individual directors, and aspects of the Omani culture. Informal processes have both positive and negative impacts on decision making; preparation interactions can increase efficiency, but political interactions undertaken to further vested interests or thwart the CEO/executive team create friction and lead to inefficient decision making. These informal processes are facilitated by directors’ limited knowledge, social ties, and common interests. The study makes both empirical and theoretical contributions to the literature on boards of directors. First, it extends the empirical literature on board structural attributes and company outcomes by providing understanding of the processes by which outcomes are achieved. Second, it extends the empirical literature on board processes by examining board decision-making processes in general, providing a comprehensive framework for future research in this area, and offering evidence from a developing country, Oman. In terms of theoretical contribution, the study’s deployment of the aforesaid theories, rather than concepts, to examine board processes enables a richer and deeper explanation of board processes and how decisions are eventually reached in formal meetings.

Item Type:	Thesis
Creators:	Basiddiq, H.A.
Date:	December 2019
Rights:	This work is the intellectual property of the author. You may copy up to 5% of this work for private study or personal non-commercial research. Any re-use of the information contained within this document should be fully referenced, quoting the author, title, university, degree level and pagination. Queries or requests for any other use, or if a more substantial copy is required, should be directed to the owner(s) of the Intellectual Property Rights.
Divisions:	Schools > Nottingham Business School
Record created by:	Jeremy Silvester
Date Added:	05 Aug 2020 08:44
Last Modified:	31 May 2021 15:18
URI:	https://irep.ntu.ac.uk/id/eprint/40327