scholarly journals Effective boards of directors: an examination of director behavioral-types

2008 ◽  
Vol 5 (2) ◽  
pp. 154-167
Author(s):  
Richard W. Leblanc ◽  
Mark S. Schwartz
Keyword(s):  
Boards Of Directors ◽  
Change Agents ◽  
Three Dimensions ◽  
Board Members ◽  
Board Structure ◽  
Board Effectiveness ◽  
Behavioral Types ◽  
Behavioral Type ◽  
Board Processes ◽  
Board Process

The study sought to explore the role that director behavioral-type might play in leading to board effectiveness. The study involved direct observation of twenty-one boards of directors or committee meetings, together with interviews of 194 respondents. The study suggests that board process may be an equal if not more important factor than board structure in determining board effectiveness. The study’s data suggests that board processes, in turn, may be influenced by the behavioral-types of individual board members. Based on the three dimensions of dissent/consensus; individual/collective; and persuasiveness/non-persuasiveness, five director behavioral types leading to a functional board emerged from the study including: (i) change agents; (ii) consensus-builders; (iii) counsellors; (iv) challengers; and (v) conductors. Five director behavioral types leading to a dysfunctional board also emerged including: (vi) controllers; (vii) conformists; (viii) cheerleaders; (ix) critics; and (x) caretakers. The study concludes with its limitations

scholarly journals Inside the Black Box of the Board: Towards a Global Comparative Model of Board Effectiveness for Listed Companies

2019 ◽  
Vol 3 (1) ◽  
pp. 1
Author(s):  
Peter AM Jansen
Keyword(s):  
Boards Of Directors ◽  
Listed Companies ◽  
Research Strategy ◽  
Board Effectiveness ◽  
National Board ◽  
Board Processes ◽  
Board Roles ◽  
Micro Level ◽  
Conceptual Research ◽  
Cross National

This conceptual research seeks to develop a global comparable model of board effectiveness for listed companies based on a multi-theoretic and multi-disciplinary approach and mostly quantifiable macro-level (national culture and legal-institutional indicators) and micro-level variables (board characteristics and board processes), by synthesizing recent corporate governance theories on boards of directors and board effectiveness into a new theoretical model. In contrast to most existing models of board effectiveness, it accounts for the moderating effect of national contexts, the mediating influence of board roles on board processes, the relevance of those board processes as predictors of board effectiveness and it offers a validated board effectiveness measure that is directly linked to firm performance. Additionally, it offers a research strategy for cross-national board effectiveness research.

Board Diversity and Its Effects on the Functionality of Boards in South Africa

2021 ◽  
pp. 1-23
Author(s):  
Thokozani Ian Nzimakwe
Keyword(s):  
South Africa ◽  
Boards Of Directors ◽  
Information Needs ◽  
Board Members ◽  
Board Effectiveness ◽  
Board Diversity ◽  
Board Committees ◽  
The Impact ◽  
Practical Implications

The structure and composition of the board are determined by the characteristics of an organisation, its environment, and its information needs. If the role of the board is to advise and supervise, this then talks to the relationships that account for its composition so that it may carry out these duties. Boards of directors are now faced with a change in the priority of the functions that must be undertaken by them, with supervision and monitoring being more important than the usual function of administration. The chapter discusses the literature on board diversity, corporate governance, role of the boards of public entities, effectiveness of boards, role of board committees, strategic leadership theory, and the impact of board diversity on board effectiveness. In terms of practical implications, the chapter makes a unique and significant contribution to the functionality of board members in South Africa. The analysis may encourage board nomination committees to seek board diversity beyond the gender and ethnic characteristics of directors.

scholarly journals Boards of directors and firms’ environmental proactivity

2017 ◽  
Vol 1 (1) ◽  
pp. 52-64 ◽  
Author(s):  
Francesco Calza ◽  
Giorgia Profumo ◽  
Ilaria Tutore
Keyword(s):  
Boards Of Directors ◽  
Resource Dependence ◽  
Explanatory Power ◽  
Resource Dependence Theory ◽  
Board Members ◽  
Board Structure ◽  
Linear Regression Models ◽  
Dependence Theory ◽  
Industry Choice ◽  
The Relationship

The present paper advances knowledge on the antecedents of firms’ environmental proactivity, assessing the explanatory power of corporate governance issues. In particular, our aim is to explore the relationship between board structure and firms’ proactive environmental strategies, within the agency theory and resource dependence theory frameworks, in order to outline if particular types of board members could represent a stimulating driver for firms’ environmental proactivity. The theoretical analysis is completed by an empirical investigation, performed by two linear regression models, on a sample of European firms, belonging to different polluting industries that were included in the Carbon Disclosure Project questionnaire 2014. The industry choice is related to the increasing pressure for better environmental performance that polluting industries are nowadays experiencing because of stakeholders and legislation requests. The results show that board structure and composition matters in firms’ environmental proactivity and have implications for managers, shareholders, and regulators who are interested in influencing firms’ environmental proactivity.

scholarly journals IPO boards of directors and firm performance: Threshold firms and governance theory boundaries

2007 ◽  
Vol 4 (2) ◽  
pp. 162-169
Author(s):  
Suzanne M. Carter ◽  
James H. Davis ◽  
Charles R. Young
Keyword(s):  
Life Cycle ◽  
Firm Performance ◽  
Early Life ◽  
Boards Of Directors ◽  
Past Research ◽  
Life Cycle Stage ◽  
Board Structure ◽  
Board Effectiveness ◽  
Start Up ◽  
And Behavior

Past research examining the influence of boards of directors on firm performance has acknowledged, but typically failed to account for, the early life cycle stage of the firm. This study analyzes the effectiveness of board structure and behavior on firm performance in the early stages of the life-cycle for start-up IPO firms. Results suggest that the life-cycle of the firm is an important contextual variable to include when determining board effectiveness

scholarly journals Corporate governance and IPO underpricing: evidence from the italian market

2021 ◽  
Author(s):  
Emanuele Teti ◽  
Ilaria Montefusco
Keyword(s):  
Corporate Governance ◽  
Initial Public Offering ◽  
Boards Of Directors ◽  
Stock Option ◽  
Board Members ◽  
Ipo Underpricing ◽  
Italian Market ◽  
Public Offering ◽  
The Impact ◽  
Positive Effect

AbstractThis paper aims to analyse the impact of firms’ corporate governance characteristics on the degree of first-day returns (i.e., underpricing) in the Italian initial public offering (IPO) market. In particular, this work investigates the impacts of the characteristics of boards of directors (BoDs) and ownership structure on the underpricing of newly offered shares. By studying a sample of 128 Italian IPOs between 2000 and 2016, it is concluded that corporate governance characteristics affect the degree of first-day returns following a company’s IPO. More specifically, the size of the BoD negatively affects underpricing, while the ownership of institutional investors and board members has a positive effect on the degree of underpricing. Conversely, no significant evidence is found with regard to board independence, the number of female directors in the boardroom, the implementation of stock option plans and ownership concentration.

Gendering Corporate Boards and Conditional Effectiveness of Board Processes: Insights from a Sub-Saharan African Country

2021 ◽  
pp. 097215092110362
Author(s):  
Obi Berko O. Damoah ◽  
Yvonne Ayerki Lamptey ◽  
Alex Anlesinya ◽  
Barbara Naa Amanuah Tetteh
Keyword(s):  
Corporate Governance ◽  
African Country ◽  
Board Members ◽  
Corporate Boards ◽  
Corporate Board ◽  
Board Processes ◽  
Board Directors ◽  
Women On Corporate Boards ◽  
Sub Saharan ◽  
Board Level

This study explored how and when female board members make effective contribution to board processes in a sub-Saharan African country (Ghana), a context characterized by low female representation on corporate boards, but highly under-researched with respect to the gender and corporate governance literature. The study is based on interview data from 25 female board directors in Ghana. The results show that women on corporate boards contribute to effective board processes and outcomes when their proposed ideas during board meetings are accepted by other board members, implemented by management and impact positively on organizational outcomes such as enhanced financial, product and staff outcomes. These effective contributions of female board directors to corporate board processes can further be enhanced by suitable female directors’ personal-level conditions such as their human capital (advanced degree and professional qualification, and past board membership experience) and family support (supportive husbands, and having grown up children), as well as board-level conditions like occupying chairperson/leadership position on the board or committees, and regular attendance at board meetings. Consequently, this research study contributed to the gender and corporate governance literature by providing new evidence from under-researched geographical context on how women on corporate boards contribute to effective board processes. It further highlights personal and board-level conditions that are necessary for greater contributions of female directors to corporate board processes and outcomes in male-dominated societies and boards.

scholarly journals Aggressive Behaviors of Adult Male Atlantic Spotted Dolphins: Making Signals Count during Intraspecific and Interspecific Conflicts

2021 ◽  
Vol 8 (1) ◽  
pp. 35-51
Author(s):  
Cassandra L. Volker ◽  
Denise L. Herzing
Keyword(s):  
Adult Male ◽  
Behavioral Plasticity ◽  
Bottlenose Dolphins ◽  
Sympatric Species ◽  
Aggressive Behaviors ◽  
Interspecific Aggression ◽  
Behavioral Types ◽  
Stenella Frontalis ◽  
Behavioral Type ◽  
Atlantic Spotted Dolphins

Some species exhibit behavioral plasticity by altering their aggressive behavior based on their opponent. Atlantic spotted dolphins (Stenella frontalis) and bottlenose dolphins (Tursiops truncatus) are two sympatric species resident to the northern Bahamas. We examined whether groups of adult male spotted dolphins demonstrated behavioral plasticity during two different types of aggressive interactions. We described and compared the types of aggressive behaviors used during intraspecific aggression and interspecific aggression with bottlenose dolphins. Between the years 1991-2004, twenty-two aggressive encounters (11 intraspecific (spotted only), 11 interspecific (spotted vs. bottlenose)) were behaviorally analyzed. Twenty-three specific aggressive Behavioral Events, further grouped into three Behavioral Types, were examined throughout these encounters. Similarities and differences in the use of the Behavioral Types occurred during intra- and interspecific aggression. Groups of male Atlantic spotted dolphins altered their behavior during aggressive encounters with male bottlenose dolphins. Spotted dolphins increased their use of the Pursuit Behavioral Type and did not use the Display Behavioral Type significantly more than the Contact Behavioral Type during interspecific aggression. The increased use of a more overt and energy intensive Behavioral Type, Pursuit, suggests that Atlantic spotted dolphins altered their behavior during aggressive encounters with bottlenose dolphins to compensate during fights with a larger species and/or to effectively communicate with a different species.

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.

Board Capital and Board Effectiveness: An Examination of Florida Community Foundations

2021 ◽  
Author(s):  
Lauren Azevedo
Keyword(s):  
Nonprofit Sector ◽  
Board Members ◽  
Executive Directors ◽  
Board Effectiveness ◽  
Structural Capital ◽  
Community Foundations ◽  
Board Capital ◽  
Management Literature ◽  
The Impact ◽  
Community Foundation

Community foundations have considerable potential for positive social change in the communities they serve yet are understudied in nonprofit management literature. This exploratory study considers board capital of community foundations and the impact this has on board effectiveness. Based on survey data from 71 community foundation board members and executive directors representing 13 community foundations, the study uses regression to test hypotheses. The study finds that board capital, measured by human capital, structural capital, and social capital, plays a factor in board effectiveness. Further, community foundation boards in the survey population are highly effective and have unique attributes that make them distinct from other types of boards. Findings have potential for significant insight on an important segment of nonprofit sector organizations.

Racial Diversity in Publicly Traded Companies

2020 ◽  
Vol 5 (2) ◽  
pp. 66-85
Author(s):  
Jeffrey Kurt Orlando Thompson ◽  
Richard C. Thompson
Keyword(s):  
Boards Of Directors ◽  
Stock Exchange ◽  
Gender Diversity ◽  
Racial Diversity ◽  
Organizational Factors ◽  
Board Members ◽  
Toronto Stock Exchange ◽  
Publicly Traded Companies ◽  
Visible Minorities ◽  
The Board Of Directors

This article shares some of the results of a thesis investigating the relationship between the racial diversity of the board of directors in Canadian companies that traded on the Toronto Stock Exchange (TSX). The central question addressed was how organizational factors affect the racial diversity of board membership. The thesis expanded on a prior study that modelled gender diversity on boards of directors by focusing on the recommended area of racial diversity in the Canadian environment. Though many companies do not share their diversity details, using multiple regression analysis, the results showed that there was more racial diversity on larger boards. From a population of about 3,000 companies, the researchers identified a sample of 148 companies, with all the required parameters. This sample contained 1,246 board members, where 9.4% (117 board members) were visible minorities. The ANOVA analysis of the model demonstrated that it was a suitable tool to conduct the investigation. However, the variables did not show any strong significance.

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