The role of behaviorally integrated nominating committees in non-executive director selection processes

Abstract

This study examines how behavioral processes among nominating committees, CEOs, and board chairs affect the comprehensiveness of non-executive director selection planning and evaluation. Building on a theory-building multiple-case study, our findings indicate that comprehensiveness is based on three key factors: (1) task-related mutual and collective interactions in nominating committees, (2) board chair leadership in structuring selection processes with high facilitation skills, and (3) the level and timing of information exchange between CEOs and board chairs. Furthermore, we highlight the interconnectedness and temporal embeddedness of these behavioral processes. Our study contributes to a more holistic understanding of non-executive director selections and provides new insights into the complex and interwoven social dynamics among nominating committees, CEOs, and board chairs.