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 processes revisited: an exploration of the relationship between board processes, board role performance and board effectiveness in comparable European listed companies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peter AM Jansen
Keyword(s):  
Listed Companies ◽  
Survey Method ◽  
Role Performance ◽  
Board Effectiveness ◽  
Data Set ◽  
Content Type ◽  
Board Processes ◽  
Board Decision Making ◽  
Small Team ◽  
The Relationship

Purpose This study aims to analyse the relationships between board processes, board role performance and board effectiveness for a cross-country (UK and Romania) sample of comparable European listed companies. Design/methodology/approach The research design is quantitative in nature and based on the survey method, a self-administered questionnaire which was send to 342 chairmen of selected Romanian and British listed companies and which contains validated statements measured through a seven-point Likert-type scale and grouped in validated constructs. Findings This study found further empirical evidence that board processes are stronger determinants of board effectiveness than board characteristics and that board roles mediate the relationship between board processes and board effectiveness. It further confirmed the relevance of the three board processes mentioned by Forbes and Milliken (1999) in their seminal work on board decision-making. Research limitations/implications The main limitation of this study is the relatively small number of responses (55), which indicates a reduced reliability and generalizability of the results. However, several steps were taken to assure the homogeneity of the sample, starting with a unique data set of firms of comparable size and industry representation. Practical implications This study is useful to board directors and chairmen of listed companies, as it can help them to better understand and manage board behaviour. Originality/value This study contributes to the limited body of research that investigates specific board process constructs derived from the small team literature and their effect on board effectiveness.

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 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.

Comparative Corporate Governance in Emerging Markets

2018 ◽  
pp. 184-218 ◽  
Author(s):  
Ruth V. Aguilera ◽  
Ilir Haxhi
Keyword(s):  
Corporate Governance ◽  
Emerging Markets ◽  
Boards Of Directors ◽  
Stakeholder Management ◽  
Top Management Teams ◽  
Comparative Approach ◽  
Future Research ◽  
Main Research ◽  
Bric Countries ◽  
Cross National

This chapter provides an overview of corporate governance (CG) in emerging markets (EMs). Focusing mainly on the BRIC countries (Brazil, Russia, India, and China), the chapter adopts a systematic cross-national comparative approach. It begins by highlighting the importance of better understanding CG in EMs, and identifies some of the key challenges these countries face as they seek to enhance their CG. The chapter goes on to review managerial research conducted after the year 2000 on CG in emerging markets in the following four categories: ownership, boards of directors, top management teams (TMTs), and CG practices and reform. The chapter discusses the main research questions and findings from this collective body of work. It is noteworthy how “siloed” this research has been in terms of drawing few cross-national comparisons. The third section offers an overview of the main CG features of each of the BRIC countries relative to one another, taking on the OECD Guidelines of CG as its benchmark framework. To do so, the chapter first addresses core governance areas related to the overall model of CG, ownership types and ownership rights, information disclosure and reporting, and stakeholder management and corporate social responsibility. The chapter concludes by highlighting common themes for CG in emerging markets and suggesting fruitful areas for future research.

New Directions in Corporate Governance and Finance: Implications for Business Ethics Research

2010 ◽  
Vol 20 (4) ◽  
pp. 673-694 ◽  
Author(s):  
Lori Verstegen Ryan ◽  
Ann K. Buchholtz ◽  
Robert W. Kolb
Keyword(s):  
Corporate Governance ◽  
Firm Performance ◽  
Business Ethics ◽  
Boards Of Directors ◽  
Financial Regulation ◽  
Academic Fields ◽  
Board Processes ◽  
Ethics Research ◽  
New Directions ◽  
The Impact

ABSTRACT:Corporate governance and finance are dynamic academic fields that offer myriad opportunities for business ethics analysis. Within the corporate governance triad in recent years, shareholders have increased their power over boards of directors and executives through both regulation and movements to change corporate by-laws. The impact of board characteristics on firm performance has proven elusive, leading to questions concerning board processes and individual director beliefs and behaviors. At the same time, CEOs have lost considerable power, leaving many struggling to regain their control and maintain their compensation levels, while others adopt a stewardship approach to their posts. In the field of finance, the recent financial debacle has led to a reexamination of financial regulation and of the fundamental nature and purpose of the industry. All of these issues provide business ethicists fodder for investigation and analysis.

The role of the board of directors: Perceptions of managerial elites

2010 ◽  
Vol 16 (2) ◽  
pp. 204-218 ◽  
Author(s):  
Gavin Nicholson ◽  
Cameron Newton
Keyword(s):  
Research Agenda ◽  
Senior Management ◽  
Board Effectiveness ◽  
Senior Managers ◽  
Different Types ◽  
The Board Of Directors ◽  
Board Roles ◽  
Compliance Strategy ◽  
The Relationship

AbstractWe highlight how directors and senior managers perceive the roles of a board to involve overseeing risk and compliance, strategy, governance, developing the CEO and senior management and managing stakeholders. We find that managers and directors perceive board effectiveness as linked to different combinations of these roles and that there appear to be differences in perceptions between different types of firms. We conclude that clarity around the board's role set is critical to furthering the corporate governance research agenda, and that the relationship between board roles and perceived board effectiveness differs between managers and directors.

Roles of the Board in Amateur Sport Organizations

1997 ◽  
Vol 11 (2) ◽  
pp. 160-176 ◽  
Author(s):  
Sue Inglis
Keyword(s):  
Nonprofit Organizations ◽  
Boards Of Directors ◽  
Theoretical Perspective ◽  
Community Relations ◽  
Board Members ◽  
Executive Directors ◽  
Sport Organizations ◽  
Amateur Sport ◽  
Board Roles ◽  
And Performance

Limited empirical data on the roles associated with boards of directors in nonprofit organizations are available, yet understanding the work of boards is vital to ensure the roles desired by organizational members and the roles required by the organization are being fulfilled. The roles or functions of boards in nonprofit organizations, as found in the management literature, were used to explore the roles associated with a sample of nonprofit amateur sport organizations. Data were generated from a survey of executive directors, volunteer presidents, and volunteer board members of sport organizations housed at Ontario's Provincial Sport Centre in Toronto. The survey data yielded a 4-factor subscale providing support for a theoretical perspective in assessing roles of the board in mission, planning, executive director, and community relations areas. Similarities and differences of respondents by gender and position on ratings of importance and performance for the board roles were explored with implications for board development discussed.

scholarly journals The Impact of Effective Corporate Boards and Audit Committees on Attracting Foreign Ownership in Listed Companies in the Gulf Cooperation Council

2017 ◽  
Vol 9 (2) ◽  
pp. 190
Author(s):  
Mohammed Gubran Al-shamahi ◽  
Kamarul Bahrain Abdul Manaf ◽  
Ali Saleh Al-arussi
Keyword(s):  
Firm Size ◽  
Stock Markets ◽  
Boards Of Directors ◽  
Listed Companies ◽  
Foreign Ownership ◽  
Gulf Cooperation Council ◽  
Audit Committees ◽  
Corporate Boards ◽  
Political Risks ◽  
The Impact

This study empirically examines the impact of effectiveness of both corporate boards and audit committee on foreign ownership in selected non-financial listed companies of the stock markets in Gulf Cooperation Council (GCC) countries. Contrary to previous studies, this study enters the firm size, leverage, exchange rate risks, inflation risks and economic growth as control variables. For the first time, it also includes the political risks’ variable as a control variable that may affect foreign ownership. In term of panel data regression analysis, the study was built on fixed effect model and conducted to the period of 2012-2015 for 143 non-financial listed companies on the GCC stock markets. Our results explain that foreign ownership is positively related to the effectiveness of both the boards of directors and the audit committees. Political risks and firm size are positively significant with foreign ownership, while the leverage is negatively related to foreign ownership. The implication of this study may help beneficiaries in making better policy decisions and provide guidance for corporate managers on the needs of foreign investors.

Sign in / Sign up

Export Citation Format

Share Document