Director’s Identifications to Multiple Identities, Social Groups, and Board Oversight Roles: A Scoping Review

Abstract

Despite the extensive research on the board of directors and its oversight role, the evidence on why board members behave in certain ways is inconclusive due to the limited literature on the socio-behavioral aspects. Identity theory and social identity theory assume that directors identify with multiple identities and social groups, and that the convergence or divergence of these different identifications determines how they behave in their board oversight roles. Therefore, the purpose of this scoping review is to identify and map the evidence available from this perspective, provide key findings and gaps. We found similar antecedents to identification to multiple identities and social groups among the board of directors are discussed. In particular, the three major antecedents are (1) self-categorization, (2) self-enhancements, and (3) out-group salience. These antecedents have been shown to enhance identifications and influence director behavior in relation to their board oversight roles.