Curriculum Vitae

This dissertation reimagines board dependence by moving beyond traditional employment-based definitions to examine how different forms of dependence, such as social and financial, can influence director behaviors. I evaluate primarily how this dependence can alter behavior during key punctuated events such as acquisition premiums. By using acquisition premiums as a governance outcome, this demonstrates that directors who are dependent on their board role may adjust their behavior in negotiations. This work introduces a multi-dimensional framework of dependence that is rooted in behavioral governance literature and shows how personal incentives, future board prospects, and potential demographic traits can shape strategic oversight. Ultimately, this dissertation contributes to governance literature by exploring the empirical inconsistencies found in previous governance research and offering a nuanced and dynamic understanding of how dependence can both compromise and enhance fiduciary duty and traditional monitoring mechanisms.