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Journal of Business Ethics

, Volume 155, Issue 4, pp 951–963 | Cite as

Authenticity and Corporate Governance

  • Erica StecklerEmail author
  • Cynthia Clark
Original Paper

Abstract

Although personal attributes have gained recognition as an important area of effective corporate governance, scholarship has largely overlooked the value and implications of individual virtue in governance practice. We explore how authenticity—a personal and morally significant virtue—affects the primary monitoring and strategy functions of the board of directors as well as core processes concerning director selection, cultivation, and enactment by the board. While the predominant focus in corporate governance research has been on structural factors that influence firm financial outcomes, this paper shifts attention to the role of authenticity and its relationship to individual board member qualities and collective board activities. We explore how authenticity has the potential to influence board dynamics and decision making and to enhance transparency and accountability.

Keywords

Authenticity Corporate governance Ethical decision making 

Notes

Compliance with Ethical Standards

Conflict of interest

The authors declare that they have no conflicts of interest.

Ethical Approval

This article does not contain any studies with human participants or animals performed by either of the authors.

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Authors and Affiliations

  1. 1.Donahue Center for Business Ethics and Social Responsibility, Manning School of BusinessUniversity of Massachusetts LowellLowellUSA
  2. 2.Harold S. Geneen Institute of Corporate GovernanceBentley UniversityWalthamUSA

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