scholarly journals Board ethnic diversity and goodwill impairment decisions: longitudinal analysis of energy firms in Malaysia

2020 ◽  
Vol 18 (1) ◽  
pp. 326-333
Author(s):  
Jamaliah Abdul-Majid
Keyword(s):  
Board Of Directors ◽  
Ethnic Diversity ◽  
Ethnically Diverse ◽  
Board Diversity ◽  
Internal Governance ◽  
Market Capitalization ◽  
Goodwill Impairment ◽  
Reporting Incentives ◽  
The Board Of Directors ◽  
Market Indicator

The present study investigates whether ethnic diversity among firms’ directors influences the decision to take goodwill write-offs, after considering the economic factors of impairment (measured in terms of the market capitalization indicator), reporting incentives, and firms’ internal governance. The analysis focuses on energy firms in Malaysia from 2006 to 2018. The regressions results based on binary logistics show that energy firms are less likely to take goodwill write-offs even when the market indicates the possibility for the write-offs. The results also show the absence of the direct relationship between goodwill impairment decisions and ethnic diversity of the board of directors. Nevertheless, the results reveal that board ethnicity moderates the relationship between firms’ goodwill impairment decisions and the market capitalization indicator, suggesting that as firms encounter increasing market indicator of impairment losses, the board with diverse ethnicity positively influences firms in taking goodwill write-offs. The results of the present study add to the literature on board diversity and firms’ decisions with regard to goodwill impairment by highlighting the beneficial roles of having ethnically diverse board of directors, in that they use the market indicator that goodwill may be impaired in their monitoring role on the goodwill impairment decisions. The results offer input to the policymakers by suggesting that to strengthen the monitoring roles of the board of directors, they need to be diverse and equipped with indicators that would assist them in their monitoring decisions. AcknowledgementThe author acknowledges’ the research funding (i.e., FRGS grant 13591 provided via Universiti Utara Malaysia) from the Ministry of Higher Education in Malaysia.

Integrated Reports and Board Diversity

2020 ◽  
pp. 152-170
Author(s):  
Ana Isabel Lopes ◽  
Maria João Braz
Keyword(s):  
Board Of Directors ◽  
Executive Directors ◽  
Integrated Reporting ◽  
Board Diversity ◽  
The Board Of Directors

Organizations currently must report to a broader audience, capturing the attention of several categories of stakeholders, who want to know why, where, and how companies create and add value, and how they deal with responsibility and sustainability issues, contributing to the emerging of integrated reporting (IR). IR is as an innovation in promoting a holistic and integrated vision of the business, where the Board of Directors must play an important role. This chapter covers diversity of directors seated on the board of integrated reporters, comparing two groups: those who are IR references and those that are IR regular reporters. The results show that organizations with larger boards, higher proportions of non-executive directors, and a higher proportion of women on the board have an higher probability of preparing IR reference reports, while the duality role of CEO inverts the probability, and no relationship is found with board experience.

scholarly journals Trends of Board Diversity: Who Sits in a Boardroom?

2021 ◽  
Vol 16 (2) ◽  
pp. 129-158
Author(s):  
Syaiful Baharee Jaafar ◽  
◽  
Mohd Mohid Rahmat ◽  
Keyword(s):  
Decision Making ◽  
Board Of Directors ◽  
Family Members ◽  
Family Firm ◽  
Open Market ◽  
Good Information ◽  
Board Diversity ◽  
Age Diversity ◽  
The Board Of Directors ◽  
A Priority

The diversity of a board provides good information for decision-making. In addition, having individuals from different backgrounds and having unique knowledge sets, experiences and skills lead to better governance. The objective of this study was to investigate trends of diversity in the boardroom in publicly listed Malaysian companies. The study was conducted on a sample of 337 companies listed on Bursa Malaysia with 674 observations from 2015 & 2016. The findings show that the diversity of boards with respect to gender, age, education, and ethnicity is beneficial. Most corporations prefer to appoint men to the board of directors. The results of the study show that when it comes to age and ethnicity, diversity becomes a priority for companies to compete in the open market. In addition, the findings indicate that knowledge, which is related to education and qualifications, is a very important element for sitting in the boardroom. In addition, education, diversity has a positive significance in a family firm. Family members need to be better qualified to ensure that the company is able to survive in the market for longer periods. Keywords: board diversity, family firm, education diversity, age diversity

scholarly journals RECRUITING FOR SUCCESS. DOES BOARD DIVERSITY MATTER?

2020 ◽  
Author(s):  
Meg E. Cotter Mazzola ◽  
Joseph L. Pontacolon ◽  
Angel Claudio ◽  
Javier A. Salguero ◽  
Marcelles James ◽  
...  
Keyword(s):  
Board Of Directors ◽  
Essential Role ◽  
Board Members ◽  
Motivating Factors ◽  
Board Diversity ◽  
Organization Level ◽  
Knowing That ◽  
Governance Model ◽  
External Stakeholders ◽  
The Board Of Directors

Nonprofits play an essential role in society. To realize their important missions, nonprofits rely on strong and committed leaders at both the organization level as well as the governance level. Nonprofits are obligated to have an active board of directors to operate. This reliance places the organization in a vulnerable position where they must recruit and engage with external stakeholders and identify individuals with the combination of talent needed to succeed as well as the passion for supporting the organization’s vision. Knowing that board members have a long lasting impact on their organizations, this paper looks at the varying models of governance and the implications for choosing one model over another. Determining the best structure for a governance model represents one component to setting an organization up for success. Equally, if not more important, is ensuring that the board of directors is composed of motivated and committed individuals who are steadfast in their efforts to support the mission of the organization. In order to find the best people for the role, an organization must understand what drives and motivates an individual to serve on a board. The topic of motivation as it relates to governance boards, and how existing boards can use the motivating factors to recruit and retain board members is explored. Finally, we explore the value of diverse board composition and whether certain criteria of diversity carry more weight in terms of impact than others.

Board Composition and Governance Dilemma at Magna International

2014 ◽  
Vol 3 (2) ◽  
pp. 207-220
Author(s):  
Eduardo Schiehll ◽  
Gokhan Turgut ◽  
Elise Demers
Keyword(s):  
Corporate Governance ◽  
Board Of Directors ◽  
Board Composition ◽  
Board Structure ◽  
Minority Shareholders ◽  
Board Diversity ◽  
Publicly Traded Companies ◽  
Governance Practices ◽  
The Board Of Directors ◽  
Governance Roles

The primary subject matter of this case study is board composition and the governance roles of the board of directors in publicly traded companies. It is designed to supplement a text chapter or other material on the monitoring and advisory roles of directors and how board structure and composition impact these roles. The case is also designed to allow students to identify and assess governance issues related to firm ownership structures, family-owned or controlled companies, ethical conduct of the board of directors and conflicts between majority and minority shareholders. The case is sufficiently detailed to allow discussing the multidimensional aspects of board composition (or board diversity), including gender, ethnicity, expertise, experience and prestige. It is structured as a chronological description of the controversy generated by a proposed related party transaction (a buyout transaction) designed to dismantle a dual-share capital structure that allowed the Stronach family to control the company (Magna International Inc.) with just a fraction of its equity. The case can serve as the basis for both short case assignments and class discussions. It is appropriate for undergraduate and graduate courses in strategic management, leadership, corporate governance and financial accounting. The topic is relevant and current, as it can be related to the ongoing reforms of Canadian corporate governance practices for controlling shareholders and related party transactions.

scholarly journals Diversity in the board of directors and good governance practices

2020 ◽  
Vol 9 (2) ◽  
pp. 97
Author(s):  
Álvaro Melón-Izco ◽  
Francisco J. Ruiz-Cabestre ◽  
M. Carmen Ruiz-Olalla
Keyword(s):  
Corporate Governance ◽  
Board Of Directors ◽  
Boards Of Directors ◽  
Good Governance ◽  
Gender Diversity ◽  
Positive Influence ◽  
Board Diversity ◽  
Corporate Governance Mechanisms ◽  
Governance Practices ◽  
The Board Of Directors

Motivated by the debate on the adequacy of the composition of boards of directors, we examine the effect that board diversity has on corporate governance performance in Spain, analysing gender diversity, diversity of director types and tenure diversity. The findings reveal that diverse boards of directors have a positive influence on good governance practices,improving the efficiency of corporate governance mechanisms. These results could be interesting for practitioners and regulators.

scholarly journals RECRUITING FOR SUCCESS. DOES BOARD DIVERSITY MATTER?

2020 ◽  
Author(s):  
Meg E. Cotter Mazzola ◽  
Joseph L. Pontacolon ◽  
Angel Claudio ◽  
Javier A. Salguero ◽  
Marcelles James ◽  
...  
Keyword(s):  
Board Of Directors ◽  
Essential Role ◽  
Board Members ◽  
Motivating Factors ◽  
Board Diversity ◽  
Organization Level ◽  
Knowing That ◽  
Governance Model ◽  
External Stakeholders ◽  
The Board Of Directors

Nonprofits play an essential role in society. To realize their important missions, nonprofits rely on strong and committed leaders at both the organization level as well as the governance level. Nonprofits are obligated to have an active board of directors to operate. This reliance places the organization in a vulnerable position where they must recruit and engage with external stakeholders and identify individuals with the combination of talent needed to succeed as well as the passion for supporting the organization’s vision. Knowing that board members have a long lasting impact on their organizations, this paper looks at the varying models of governance and the implications for choosing one model over another. Determining the best structure for a governance model represents one component to setting an organization up for success. Equally, if not more important, is ensuring that the board of directors is composed of motivated and committed individuals who are steadfast in their efforts to support the mission of the organization. In order to find the best people for the role, an organization must understand what drives and motivates an individual to serve on a board. The topic of motivation as it relates to governance boards, and how existing boards can use the motivating factors to recruit and retain board members is explored. Finally, we explore the value of diverse board composition and whether certain criteria of diversity carry more weight in terms of impact than others.

Beyond Diversity: A Tale of Faultlines and Frictions in the Board of Directors

2017 ◽  
Vol 93 (2) ◽  
pp. 339-367 ◽  
Author(s):  
Mathijs Van Peteghem ◽  
Liesbeth Bruynseels ◽  
Ann Gaeremynck
Keyword(s):  
Board Of Directors ◽  
Unintended Consequences ◽  
Board Effectiveness ◽  
Board Diversity ◽  
Listed Firms ◽  
Regulatory Governance ◽  
The Board Of Directors ◽  
Cohesive Group ◽  
Jel Classifications ◽  
Diversity Structure

ABSTRACT Various regulatory governance initiatives have strived for board diversity, as diversity stimulates creativity, encourages discussion, and enlarges the board's knowledge base. However, increased diversity results in superior decision-making only when the board is free from conflicts and acts as a cohesive group. In this paper, we extend existing corporate governance research by introducing faultline theory to the board of directors (Lau and Murnighan 1998). The idea is to show how a board's diversity structure can give rise to the formation of subgroups along faultlines. The resulting subgroup formation may, in turn, reduce board effectiveness. Using a sample of U.S.-listed firms between 2008 and 2012, results suggest that boards with strong faultlines are associated with lower firm performance, lower CEO turnover-performance sensitivity, and higher abnormal CEO compensation. Understanding potential unintended consequences of board diversity could be of interest to regulators and companies that plan to appoint new directors to the board. JEL Classifications: G30; G38; D70; M41.

scholarly journals BOARD DIVERSITY AND FINANCIAL PERFORMANCE IN INDONESIA

2021 ◽  
Vol 2 (2) ◽  
pp. 86-95
Author(s):  
Werner Ria Murhadi ◽  
Deliana Azaria ◽  
Bertha Silvia Sutedjo
Keyword(s):  
Financial Performance ◽  
Board Of Directors ◽  
Firm Value ◽  
Independent Directors ◽  
Board Independence ◽  
Board Diversity ◽  
Company Value ◽  
Large Size ◽  
The Board Of Directors ◽  
The Relationship

Corporate governance has attracted many researchers to examine the relationship between board characteristics and financial performance. This study aims to determine the effect of board diversity, board size, and board independence on financial performance. This research is panel data with the number of observations reaching 1,355 years of observation. Financial performance is measured using accounting-based and market-based. It was found that the presence of female directors could not provide sound financial performance, even with a woman's prudence attitude would have an impact on decreasing the company's market value. The size of the board of directors does not affect financial performance, and the large size of the board of directors will have an impact on the decline in firm value. Independent directors are also not proven to be able to improve the company's financial performance; even the tendency of companies to carelessly fulfill the provisions of the rules regarding the existence of independent directors will bring a burden to the company so that it has an impact on the decline in company value.

scholarly journals Internal governance systems and R&D investment: An international comparison

2010 ◽  
Vol 6 (1) ◽  
pp. 39-56 ◽  
Author(s):  
Zouari-Hadiji Rim ◽  
Ghazi ZOUARI
Keyword(s):  
Corporate Governance ◽  
Board Of Directors ◽  
Ownership Structure ◽  
The Other ◽  
Internal Governance ◽  
Governance Systems ◽  
The Board Of Directors ◽  
The One ◽  
D Investment ◽  
National Systems

In the theoretical framework of corporate governance, this article studies the efficiency of the control exerted by the ownership structure and the board of directors on managers for the purpose of privileging investment in R&D. This efficiency is sensitive to national systems of governance. Tests realized on a sample of 531 U.S., Japanese and French firms with the canonical method corroborate the existence of positive relationships between concentration of ownership, the internal administrator dominance and the non-dual structure on the one hand, and the investment in R&D, on the other.

Gender gaps at the top: Does board composition affect executive compensation?

2018 ◽  
Vol 72 (8) ◽  
pp. 1292-1314 ◽  
Author(s):  
Alison Cook ◽  
Alicia R Ingersoll ◽  
Christy Glass
Keyword(s):  
Executive Compensation ◽  
Board Of Directors ◽  
Leadership Roles ◽  
Pay Equity ◽  
Board Diversity ◽  
Compensation Committee ◽  
Board Committees ◽  
The Board Of Directors ◽  
Top Executive ◽  
Compensation Gap

Will adding women to the board of directors reduce firm gender pay disparities? Our research suggests ‘no’ … and ‘yes.’ It is not a matter of simply adding more women to the board or integrating women into key board committees that moves the needle. If firms really want to stimulate change through board diversity, then they need to empower female directors and place them in key leadership roles. We find that women’s integration on the board of directors and on the compensation committee has no significant impact on lessening the compensation gap within the top executive team. However, when women influence compensation decisions through service as the chair of the compensation committee, the top executive compensation gap is diminished. Our analysis relies on a dataset built by the authors of all top management team executives and board members from the S&P 500 from 2009–2013. We test three mechanisms that may enable women to overcome limitations with respect to pay equity: (i) integration, (ii) direct decision making and (iii) influence. Our findings suggest that not all types of power are equal; the more direct influence women have over compensation decisions, the smaller the compensation gap.

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