scholarly journals Determinants of board composition: Evidence from Tunisian companies

2006 ◽  
Vol 3 (2) ◽  
pp. 165-173
Author(s):  
Sonda Marrakchi Chtourou ◽  
Soumaya Ayedi ◽  
Yosra Makni Fourati
Keyword(s):  
Board Of Directors ◽  
Firm Size ◽  
Boards Of Directors ◽  
Positive Relationship ◽  
Board Composition ◽  
Board Independence ◽  
Debt Ratio ◽  
Organizational Complexity ◽  
The Board Of Directors ◽  
Board Representation

This study focuses on the composition of boards of directors in the Tunisian context. We model the composition of the board of directors as a function of alternative governance mechanisms, some board characteristics and other control variables. On a sample of 97 Tunisian firms, we find evidence that the proportion of outsiders on the board of directors is positively associated with large block, institutional and overseas ownerships, and board size. We document that the CEO duality is associated with a decrease in the board independence. We fail to find evidence that increased debt ratio to total assets is inversely associated with the outside board representation. While we predict a positive relationship between the board independence and the firm size, the organizational complexity and the quotation status; our results generally do not support this conjecture

scholarly journals Overcoming Competitive Inertia: Board Composition And Strategic Persistence

2011 ◽  
Vol 16 (1) ◽  
pp. 111
Author(s):  
William Kline ◽  
Todd Wadhams
Keyword(s):  
Board Of Directors ◽  
Positive Relationship ◽  
Organizational Strategy ◽  
Board Composition ◽  
Window Dressing ◽  
The Board Of Directors ◽  
Strategic Persistence

This study examined whether the board of directors had an impact on the trajectory of organizational strategy, where the composition of the board might influence the likelihood of pursuing or halting a persistent, unchanging strategy. Our data suggest that a board that exhibited moderate agency-orientation displayed a more positive relationship to strategic persistence than either a neutral board or a strong agency-focused board. This finding may indicate that a neutral board, may benefit from the cooperation required to reach agreement and that a moderately agency-oriented board may not be able to effectively reap the benefits of either control or collaboration and may only serve as window dressing in its purported function of representing shareholder interests.

scholarly journals Board features and financial performance of Nigerian banks

2021 ◽  
Vol 10 (1) ◽  
pp. 11-19
Author(s):  
Abubakar Biu Aliyu ◽  
Onipe Adabenege Yahaya ◽  
Nma Ahmed Mohammed
Keyword(s):  
Financial Performance ◽  
Board Of Directors ◽  
Firm Size ◽  
Board Member ◽  
Independent Directors ◽  
Board Composition ◽  
Board Size ◽  
The Board Of Directors ◽  
And Gender ◽  
Financial Operation

The presence of contradictory theories and unpredictable empirics calls for this paper to survey the outcome of board traits on financial operation of Nigeria banks. Financial performance of a firm is as important as the firm. Yet, very few studies have examined its impact by the board of directors in Nigeria. Data were obtained and perused using descriptive and inferential figures. Findings show that size of board has significant and constructive bearing on business piece. However, board composition takes undesirable significance. Meetings of board and gender failed to show significance. But, board member nationality and firm size show negative and significant effects. We added by exploring impacts of boards on financial performance. We asked firms to increase the size of the board and engage more independent directors and reduce the number of board diligence and size of the firm. The strong plus impact of board size and firm size on financial operations is an interesting result allowing for additional interrogation of why these behaviours.

Analisis Karakteristik Dewan Direksi dan Struktur Kepemilikan terhadap Manajemen Laba Perusahaan di BEI 2016-2020

Owner ◽  
2022 ◽  
Vol 6 (1) ◽  
pp. 269-281
Author(s):  
Mardianto Mardianto ◽  
Chintia Chintia
Keyword(s):  
Earnings Management ◽  
Board Of Directors ◽  
Firm Size ◽  
Boards Of Directors ◽  
Audit Quality ◽  
Family Ownership ◽  
Board Independence ◽  
Return On Assets ◽  
Board Size ◽  
Negative Effect

This study aims to investigate the influence of women's boards of directors on earnings management. The dependent variable in this study is earnings management using the Discretionary Accruals measurement method with the Modified Jones Model. The independent variables used are women board of directors, board size, board independence, audit quality, family ownership, blockholder ownership, leverage, Return on Assets (ROA), and firm size. This study used a data sample of 381 companies with the period of 2016 to 2019 with a purposive sampling method. The research data tested by panel regression testing using Eviews and SPSS application. The results of this study are women board of directors, board size, board independence, audit quality, family ownership, blockholder ownership, and firm size do not have a significant effect on earnings management. Meanwhile, leverage has a significant negative effect on earnings management and Return on Assets (ROA) has a significant positive effect on earnings management.

CO-EVOLUTION OF BOARDS OF DIRECTORS IN MICROFINANCE ORGANIZATIONS: THE CASE OF BANCOSOL AND LOS ANDES

2005 ◽  
Vol 10 (02) ◽  
pp. 99-121 ◽  
Author(s):  
SILVIA DORADO ◽  
RICK MOLZ
Keyword(s):  
Board Of Directors ◽  
Boards Of Directors ◽  
Board Composition ◽  
Microfinance Institutions ◽  
Organizational Evolution ◽  
The Board Of Directors ◽  
And Performance

The mission and performance of an enterprise is the legal and strategic responsibility of the Board of Directors (BOD). For the BODs of microfinance institutions (MFIs) this task is even more challenging. This study investigates the connection between the composition and roles of BODs and organizational evolution. It builds on the experiences of BancoSol and Los Andes, two MFIs that pioneered microfinance in Bolivia. The findings support the notion that BODs evolve to fit the needs of organizations at different stages of industry and organizational evolution. While these results are not surprising, previous research has not shown the micro-dynamics involved in this co-evolution and thus their impact on board composition and roles.

scholarly journals Implementing the board of directors’ mechanism – An empirical study of the listed firms in Libya

2018 ◽  
Vol 14 (1) ◽  
pp. 22-33 ◽  
Author(s):  
Jill Atkins ◽  
Mohamed Zakari ◽  
Ismail Elshahoubi
Keyword(s):  
Corporate Governance ◽  
Board Of Directors ◽  
Boards Of Directors ◽  
Listed Companies ◽  
Board Members ◽  
Corporate Boards ◽  
Listed Firms ◽  
Stakeholder Groups ◽  
The Board Of Directors ◽  
Executive Managers

This paper aims to investigate the extent to which board of directors’ mechanism is implemented in Libyan listed companies. This includes a consideration of composition, duties and responsibilities of the board directors. This study employed a questionnaire survey to collect required data from four key stakeholder groups: Boards of Directors (BD), Executive Managers (EM), Regulators and External Auditors (RE) and Other Stakeholders (OS). The results of this study provided evidence that Libyan listed companies generally comply with the Libyan Corporate Governance Code (LCGC) requirements regarding the board composition: the findings assert that most boards have between three and eleven members, the majority of whom are non-executives and at least two or one-third of whom (whichever is greater) are independent. Moreover, the results indicate that general assemblies in Libyan listed companies are practically committed to the LCGC’s requirements regarding the appointment of board members and their length of tenure. The findings provide evidence that boards in Libyan listed companies are carrying out their duties and responsibilities in accordance with internal regulations and laws, as well as the stipulations of the LCGC (2007). Furthermore, the stakeholder groups were broadly satisfied that board members are devoting sufficient time and effort to discharge these duties and responsibilities properly. This study helps to enrich our understanding and knowledge of the current practice of corporate boards as a significant mechanism of corporate governance (CG) by being the first to address the board of directors’ mechanism in Libyan listed companies.

scholarly journals A comparative analysis of the board evaluation in European entities: Italy vs UK

2016 ◽  
Vol 14 (1) ◽  
pp. 578-587
Author(s):  
Donatella Busso ◽  
Alain Devalle ◽  
Fabio Rizzato
Keyword(s):  
Corporate Governance ◽  
Comparative Analysis ◽  
Board Of Directors ◽  
Boards Of Directors ◽  
Size Composition ◽  
The Self ◽  
Self Assessment ◽  
Corporate Governance Codes ◽  
The Board Of Directors ◽  
The Uk

Board evaluation is an evaluation of the performance of the board of directors and its committees, as well as their size, composition and operation. The aim of this paper is to investigate how entities do the evaluation of the performance of the board and how they disclose the self-assessment. We analysed the largest forty constituents of both Italy’s FTSE MIB index and the UK’s FTSE 100 index. The results show that although Corporate Governance Codes’ requirements are similar, implementation of these requirements and the related disclosure continue to show significant differences. The UK companies seem to have a stronger “forward-looking” approach compared to Italian companies. Disclosure provided by Italian companies is too often not enough to enable stakeholder understanding of the process and its outcome. This research contributes to the literature by providing results on the evaluation of boards of directors: regulators, practitioners and researchers must deal with this topic in order to strengthen the rules of corporate governance.

information. How do produced quantities influence the costs per unit? How can costs, calculated at different times, be compared? What is the best way to distribute the overheads? etc.. .. After the setting up of the accounting system, a long process of maturation began. This is evident, on the one hand, from the discussions of the Board of Directors and, on the other hand from the differences between the two sets of accounts approved by the Board of Directors in 1832 and 1872. The structure of the Com­ pany evolved considerably between 1832 and 1880: two mergers occurred, the first one in 1858 with Saint-Quirin, a glass manufac­ turer, and the second one in 1872 with Perret-Olivier, whose fields of activity were mining and chemistry. After the second merger, the sales figures for chemistry outstripped the sales of glass and mirrors and during this time the Company had grown to include 16 branches in France and Germany. DISCUSSIONS ON INDUSTRIAL ACCOUNTING All the questions dealing with the setting up of a management accounting system were discussed by the Boards of Directors. In most cases, the solutions were only practical ones. There never seemed any intent or desire by the Company to make any theory or any generalization of those practical solutions. Direct and indirect costs. The distinction between direct and indirect cost was made first in 1829 with regards to labor charges.9 Salaries, of which a comprehensive list is given above, will be separated into two groups: 1) Those concerning directly and specially with the manufacturing process. 2) Those concerning administration. At the end of the year, the former will be divided and included in the suitable items of expenses; then the latter will be included in the overheads. However, direct labor is likely to have included only the wages of workers having a permanent job, and excluded those of the day laborer, which are by their very nature fluctuating. In the soda factory, the majority of workers were day laborers, thus making it difficult to estimate precisely the ratio between direct and indirect labor charges. Production level and cost per unit. In the previously quoted chief accountant’s report concerning the financial year 1827-1828,

2014 ◽  
pp. 259-259
Keyword(s):  
Board Of Directors ◽  
Boards Of Directors ◽  
Indirect Costs ◽  
The Other ◽  
Production Level ◽  
Accounting System ◽  
Direct And Indirect Costs ◽  
System A ◽  
The Board Of Directors ◽  
The One

Informal Strategic Networks and the Board of Directors

1993 ◽  
Vol 18 (1) ◽  
pp. 23-36 ◽  
Author(s):  
Odd Jarl Borch ◽  
Morten Huse
Keyword(s):  
Board Of Directors ◽  
Small Firms ◽  
Field Survey ◽  
Board Composition ◽  
Strategic Networks ◽  
The Board Of Directors ◽  
Taking Care

This paper contributes to the understanding of small firms directorates in developing informal strategic networks. These networks are of great importance to small firms, and directorates may play a central role in creating, maintaining, and influencing external contacts of importance to the firm. In a field survey of 104 dual leadership joint stock hotels in Norway and Sweden, associations between board composition, board-management relations, and director incentives, and the boards’ networking involvement have been explored. The study revealed the importance of the directors’ incentives in taking care of the networking functions of contacting and lobbying.

Women representation on boards: a South African perspective

2016 ◽  
Vol 24 (2) ◽  
pp. 211-225 ◽  
Author(s):  
Gizelle Willows ◽  
Megan van der Linde
Keyword(s):  
Corporate Governance ◽  
Financial Performance ◽  
Board Of Directors ◽  
Boards Of Directors ◽  
Critical Mass ◽  
Gender Diversity ◽  
Current Status ◽  
Company Performance ◽  
Content Type ◽  
The Board Of Directors

Purpose By looking at both theoretical and empirical findings, this study aims to investigate whether gender diversity results in improved corporate governance and financial performance for companies. Design/methodology/approach An analysis of the board composition of the Johannesburg Securities Exchange Top 40 companies as at 30 June 2013 and a comparison of the financial performance of the company were conducted. Findings Female directors were found to make up, on average, 18.78 per cent of the board of directors, with the majority of these women being in non-executive positions. Women representation appears to influence company performance positively when using accounting-based measures of performance (such as return on assets and return on equity), but negatively when using market-based measures (such as Tobin’s Q). The critical mass concept is also assessed and is found to have a positive effect. Originality/value These findings are of relevance to the boards of directors adhering to corporate governance requirements by challenging the role of women on the board of directors, as well as that of investors and those in practice, to understand the current status of women representation.

Boards of Directors in Italian Family Businesses

1996 ◽  
Vol 9 (4) ◽  
pp. 403-421 ◽  
Author(s):  
Guido Corbetta ◽  
Salvatore Tomaselli
Keyword(s):  
Board Of Directors ◽  
Boards Of Directors ◽  
Family Businesses ◽  
Research Project ◽  
Italian Family ◽  
Early Results ◽  
The Board Of Directors ◽  
The U.S ◽  
International Research Project

This paper presents some of the early results of an international research project conducted in Italy and coordinated by Prof. Miguel Angel Gallo. The research project involved Spain, Portugal, Italy, Brazil, Argentina, and the U.S. The authors of this paper are responsible for the Italian part of the project. The project aims to further the understanding of the role of the board of directors in family businesses, and how the board functions.

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