#4578. The effects of director tenure on monitoring and advising: New insights from behavioral governance and learning theories

August 2026publication date
Proposal available till 19-05-2025
4 total number of authors per manuscript0 $

The title of the journal is available only for the authors who have already paid for
Journal’s subject area:
Business, Management and Accounting (all);
Strategy and Management;
Management of Technology and Innovation;
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Abstract:
We integrate behavioral governance and learning theory to address the overarching research questions—“What are the core mechanisms driving a directors monitoring and advising effectiveness over board tenure?”; and “What factors affect how and when a director becomes and stays effective in the monitoring and advising roles?”. Our research provides new insights into director effectiveness by examining how a directors tenure, both independently and in concert with other moderating factors, affects the directors ability to be effective in the key but distinct roles of monitoring and advising. We explain that the monitoring and advising roles that determine director effectiveness are each driven by different theoretical mechanisms, and we offer testable propositions that shed light on a directors ability to become and stay effective in their monitoring and advising roles at different points in their tenure. We discuss practical solutions for harnessing these insights to inform decisions around board composition, structure, and process. We also discuss policy implications, including staggered boards, refreshed boards, and term limits.
Keywords:
boards of directors; corporate governance, advising; director effectiveness; monitoring; tenure

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