دانلود مقاله سرمایه اجتماعی، سرمایه انسانی و انتصابات هیئت مدیره
چکیده
مقدمه
مروری بر مطالعات پیشین
نمونه و متغیرها
یافته های تجربی
نتیجه گیری
منابع
Abstract
Introduction
Literature review
Sample and variables
Empirical findings
Conclusions
References
چکیده
این مطالعه به بررسی این موضوع می‌پردازد که آیا زمانی که یک مدیر برای کسب کرسی‌های هیئت مدیره بیشتر می‌شناسد، مهم‌تر از آنچه می‌داند، می‌پردازد. به طور خاص، ما تأثیر نسبی سرمایه انسانی (تجارب، مهارت‌ها و دانش یک کارگردان) و سرمایه اجتماعی (ارتباطات کارگردان با سایر مدیران) را در به دست آوردن سمت‌های مدیریتی بیشتر بررسی می‌کنیم. ما از یک شاخص منحصر به فرد ساخته شده برای اندازه گیری سرمایه انسانی و تجزیه و تحلیل شبکه های اجتماعی استفاده می کنیم تا ارتباط یک مدیر با مدیران دیگر را به عنوان نماینده سرمایه اجتماعی تخمین بزنیم. ما این موارد را برای نمونه‌ای از مدیران شرکت‌های سهامی عام در نیوزیلند بین سال‌های 2000 و 2015 اعمال می‌کنیم. مشاهده می‌کنیم که هم سرمایه انسانی و هم سرمایه اجتماعی به طور مثبتی با کسب کرسی‌های اضافی هیئت مدیره مرتبط هستند. به‌علاوه، متوجه می‌شویم که مدیرانی که سرمایه انسانی بیشتری به دست می‌آورند، به احتمال زیاد کرسی‌های بیشتری در هیئت مدیره کسب می‌کنند. نتیجه می‌گیریم که هم سرمایه انسانی و هم سرمایه اجتماعی در تعیین اینکه کدام مدیران کرسی‌های اضافی در هیئت مدیره به دست می‌آورند مهم هستند، اگرچه مدیران باید بر کسب سرمایه انسانی اضافی تمرکز کنند تا شانس خود را برای انتصاب بیشتر افزایش دهند.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
This study investigates whether who a director knows is more important than what they know when it comes to gaining additional board seats. Specifically, we investigate the relative impact of human capital (a director's experiences, skills, and knowledge) and social capital (a director's connections to other directors) in gaining additional directorships. We employ a uniquely constructed index to measure human capital and Social Network Analysis to estimate a director's connectivity to other directors to proxy for social capital. We apply these to a sample of directors from publicly listed companies in New Zealand between 2000 and 2015. We observe that both human and social capital are positively related to acquiring additional board seats. Additionally, we find that directors gaining additional human capital are more likely to acquire additional board seats. We conclude that both human and social capital are important in determining which directors gain additional board seats, although directors should focus on acquiring additional human capital to enhance their chances of further appointments.
Introduction
The important role that the board of directors plays within a firm has attracted considerable attention from academics and practitioners interested in the best composition of a board. One stream of literature looking at board composition focuses on the behavior and attributes influencing new directors' board appointments. It has been shown that the chief executive officer's (CEO) experience (Brickley, Linck, & Coles, 1999), expertise and prestige (Ferris, Jagannathan, & Pritchard, 2003), professional knowledge (White, Woidtke, Black, & Schweitzer, 2014), and governance decisions (Coles & Hoi, 2003) are associated with directors gaining additional board appointments. In contrast, directors perceived as having performed poorly obtain fewer additional future board seats (Ertimur, Ferri, & Stubben, 2010; Fich & Shivdasani, 2007; Harford, 2003).
Conclusions
A considerable amount of research has investigated the factors behind the selection of new directors. Much of the research has focused on the knowledge, experience, and skills that a director personally brings to the table, i.e., their so-called human capital; however, social capital is an area of recent interest. Social capital is defined as the knowledge, skills, and expertise that directors can access from their personal relationships, particularly with their peers. Directors with high social capital can access larger pools of knowledge and experience, making them increasingly attractive as the range of business challenges continues to increase. It becomes increasingly difficult to cover the firm's resource requirements through the board alone; however, while a few studies have considered the value of director connectivity, a confounding factor is that social capital is intimately associated with human capital. For example, high human capital likely leads to high connectivity, while high connectivity allows a director to acquire greater human capital. This raises questions regarding the validity of prior findings regarding social capital.