Motivational Drivers of Non-executive Directors,Cooperation, and Engagement in Board Roles

摘要

This article examines how non-executives' motivation is related to their cooperation and engagement in board roles. Hypotheses show how three individual drivers (need for achievement, need for identification, and self-serving motivation) moderate the relationship between pro-organizational motivation and cooperation and engagement in board roles. The hypotheses are tested with a sample of 691 non-executives belonging to a network of 530 boards of financial institutions. Findings indicate that non-executives' pro-organizational motivation is positively related to cooperation and engagement in board roles. This relationship is stronger when need for achievement and need for identification are high, and weaker when self-oriented motivation is high. For practitioners, the implication is that needs and motivation could be used as selection criteria in making decisions about the hiring of non-executives. Secondly, a board culture that encourages pro-organizational motivation and focuses on organizational goals may be useful in encouraging non-executives to perform board roles.