Bias in the boardroom
Marnet, Oliver
Date: 23 January 2012
Article
Journal
International Journal of Behavioural Accounting and Finance
Publisher
Inderscience Enterprises Ltd.
Publisher DOI
Abstract
This paper investigates the impact of social and psychological factors on the quality of boardroom decision-making. It is argued that bias in the boardroom undermines the monitoring function of boards, with a particularly negative impact on the functional independence of non-executive directors. The study is informed by a two-year ...
This paper investigates the impact of social and psychological factors on the quality of boardroom decision-making. It is argued that bias in the boardroom undermines the monitoring function of boards, with a particularly negative impact on the functional independence of non-executive directors. The study is informed by a two-year participant observer case study of the governance failures of a housing association that experienced significant adverse performance resulting in its near collapse. The case study adds insights to the theoretical discussion by highlighting the pervasive nature of bias in boardroom proceedings. The paper closes by exploring means to minimise the impact of bias. Keywords: behavioural accounting and finance; boardroom decision-making; non-executive independent directors; bias mitigation; case study; bias.
Finance and Accounting
Faculty of Environment, Science and Economy
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