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Abstract This study addresses a gap in board director research by investigating how individual personal values influence board strategic engagement. The nature of board directors’ strategic engagement was examined qualitatively, using 65 in-depth interviews, content analysis, board meeting observations and board workshops. Using an interpretative lens, four differing individual personal characteristics were identified and labeled: ‘mission-driven’, ‘commanding’, ‘shape-shifting’, and ‘community-minded’. These concepts coincided with theory of personal value theory, used in previous studies linking managers (but not board directors) to behaviors. Practical implications provide insights into attracting, retaining and developing an appropriate mix of directors to enhance nonprofit board strategic engagement, boosting performance.
The Journal of Arts Management Law and Society – Taylor & Francis
Published: Mar 4, 2023
Keywords: board directors; personal values; strategic engagement; arts
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