Academic literature on the topic 'Board of directors dynamics'
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Journal articles on the topic "Board of directors dynamics"
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Donaldson, Jason Roderick, Nadya Malenko, and Giorgia Piacentino. "Deadlock on the Board." Review of Financial Studies 33, no. 10 (2020): 4445–88. http://dx.doi.org/10.1093/rfs/hhaa006.
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Abstract We develop a dynamic model of board decision-making akin to dynamic voting models in the political economy literature. We show a board could retain a policy all directors agree is worse than an available alternative. Thus, directors may retain a CEO they agree is bad—deadlocked boards lead to entrenched CEOs. We explore how to compose boards and appoint directors to mitigate deadlock. We find board diversity and long director tenure can exacerbate deadlock. We rationalize why CEOs and incumbent directors have power to appoint new directors: to avoid deadlock. Our model speaks to short-termism, staggered boards, and proxy access.
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Schmeiser, Steven. "Corporate board dynamics: Directors voting for directors." Journal of Economic Behavior & Organization 82, no. 2-3 (2012): 505–24. http://dx.doi.org/10.1016/j.jebo.2012.03.006.
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Brennan, Niamh M., Collette E. Kirwan, and John Redmond. "Accountability processes in boardrooms." Accounting, Auditing & Accountability Journal 29, no. 1 (2016): 135–64. http://dx.doi.org/10.1108/aaaj-10-2013-1505.
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Purpose – The purpose of this paper is to understand the influence of information and knowledge exchange and sharing between managers and non-executive directors is important in assessing the dynamic processes of accountability in boardrooms. By analysing information/knowledge at multiple levels, invoking the literature on implicit/tacit and explicit information/knowledge, the authors show that information asymmetry is a necessary condition for effective boards. The authors introduce a conceptual model of manager-non-executive director information asymmetry as an outcome of the interpretation of information/knowledge-sharing processes amongst board members. The model provides a more nuanced agenda of the management-board information asymmetry problem to enable a better understanding of the role of different types of information in practice. Design/methodology/approach – The analysis of information/knowledge exchange, sharing and creation and the resultant conceptual model are based on the following elements: manager-non-executive director information/knowledge, management-board information/knowledge and board dynamics and reciprocal processes converting implicit/tacit into explicit information/knowledge. Findings – The paper provides new insights into the dynamics of information/knowledge exchange, sharing and creation between managers and non-executive directors (individual level)/between management and boards (group level). The authors characterise this as a two-way process, back-and-forth between managers/executive directors and non-executive directors. The importance of relative/experienced “ignorance” of non-executive directors is revealed, which the authors term the “information asymmetry paradox”. Research limitations/implications – The authors set out key opportunities for developing a research agenda from the model based on prior research of knowledge conversion processes and how these may be applied in a boardroom setting. Practical implications – The model may assist directors in better understanding their roles and the division of labour between managers and non-executive directors from an information/knowledge perspective. Originality/value – The authors apply Ikujiro Nonaka’s knowledge conversion framework to consider the transitioning from individual implicit personal to explicit shared information/knowledge, to understand the subtle processes at play in boardrooms influencing information/knowledge exchange, sharing and creation between managers and non-executive directors.
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Åberg, Carl, Niloofar Kazemargi, and Max Bankewitz. "Strategists on the Board in a Digital Era." Business and Management Research 6, no. 2 (2017): 40. http://dx.doi.org/10.5430/bmr.v6n2p40.
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Considering the complexities and dynamics that firms are facing in a digital era, it is no exaggeration to argue that the way boards of directors contribute to strategy needs some new perspectives. In this article, we reconsider some of the commonly used notions and assumptions of board strategizing. We conceptualize a framework for board strategizing by revisiting and providing new elements to the work introduced by McNulty and Pettigrew in 1999 (Strategists on the board. Organization Studies, 20(1): 47-74. http://doi.org/10.1177/0170840699201003). Our framework highlights a number of timely board practices that have the potential to improve the way boards strategize under conditions of increasing digitalization. Further, the findings suggest that valuable strategic actions and priorities can be made by boards that use and develop dynamic capabilities as they strategize. Implications for theory and practice as well as future research directions are discussed.
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Alderfer, Clayton P. "Understanding and Consulting to Family Business Boards." Family Business Review 1, no. 3 (1988): 249–61. http://dx.doi.org/10.1111/j.1741-6248.1988.00249.x.
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When the boards of family firms are active, their properties as groups shape the authority of the chief executive and the quality of advice that directors provide to management. An understanding of the group dynamics of the board and the board-management relationship helps to reach a satisfactory balance between family concerns and company interests. Boards of directors can improve their value to firms and to individual directors by developing a capacity for self-reflection.
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Dewally, Michaël, Susan M. V. Flaherty, and Stella Tomasi. "The impact of social norms on female corporate board membership inclusion." Managerial Finance 43, no. 10 (2017): 1093–116. http://dx.doi.org/10.1108/mf-06-2015-0182.
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Purpose The purpose of this paper is to document that religious adherence in the county of the corporate headquarter and educational attainment of the female director pool near the firm headquarters are influential to the likely addition of female corporate board directors. Design/methodology/approach The sample covers 1,630 unique firms and 30,369 unique directors covering a ten-year period to investigate the effects of religiosity and educational attainment. Findings The analysis reveals that while the number of women has increased in general terms, this change is mostly limited to boards that are increasing in size. Women do not tend to replace exiting male board members but are appointed when the board size grows. Therefore, while the number of women is increasing in absolute terms, they are not increasing in relative terms. In areas where religiosity is high, as measured by church affiliation and attendance, female participation in the boardroom is lower and a more educated and qualified female population leads to higher board participation. These effects supersede any regional effects. Originality/value The study adds insights into corporate board dynamic, providing new evidence concerning the impact of local conditions on board composition as well as additional information concerning the interplay of board dynamics and female board representation.
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BATTISTON, STEFANO, GÉRARD WEISBUCH, and ERIC BONABEAU. "DECISION SPREAD IN THE CORPORATE BOARD NETWORK." Advances in Complex Systems 06, no. 04 (2003): 631–44. http://dx.doi.org/10.1142/s0219525903001109.
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The boards of large corporations sharing some of their directors are connected in complex networks. Boards are responsible for corporations' long-term strategy and are often involved in decisions about a common topic related to the belief in economical growth or recession. We are interested in understanding under which conditions a large majority of boards making the same decision can emerge in the network. We present a model where board directors are engaged in a decision-making dynamics based on "herd behavior." Boards influence each other through shared directors. We find that imitation of colleagues and opinion bias due to the interlock do not trigger an avalanche of identical decisions over the board network, whereas the information about interlocked boards' decisions does. There is no need to invoke global public information, nor external driving forces. This model provides a simple endogenous mechanism to explain the fact that boards of the largest corporations of a country can, in the span of a few months, make the same decisions about general topics.
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Srinivasan, Vasanthi. "CHROs: Enablers of Value Creating Boards." NHRD Network Journal 12, no. 4 (2019): 357–63. http://dx.doi.org/10.1177/2631454119872021.
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This article argues that chief human resource officers (CHROs) as directors on the board are strategically best placed to lead conversations pertaining to board processes due to their extensive expertise in talent management. Board composition and managing board processes and dynamics are important aspects of board effectiveness. Using the behavioural perspective to corporate governance, the article holds that the key differentiator in value creating boards are the members, the roles they play and the dynamics that allows them to create value for the firm. CHROs can play a decisive role in the board skill evaluation and incorporation of new and diverse members into boards.
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Meyer, Erik, and JHvH de Wet. "The impact of board structure on the financial performance of listed South African companies." Corporate Board role duties and composition 9, no. 3 (2013): 18–31. http://dx.doi.org/10.22495/cbv9i3art2.
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This study focuses on the role of the corporate board of directors and the relationship between the dynamics of board structure and the financial performance of listed South African companies. The research results found that the proportion of independent non-executive directors had a significant positive effect on firm performance as measured by earnings per share and enterprise value, but had no significant effect on Tobin’s Q ratio. Board ownership had a significant negative correlation with firm performance as measured by earnings per share, enterprise value and Tobin’s Q ratio. The number of directors serving on the corporate board had a significant positive effect on firm performance as measured by earnings per share, enterprise value and Tobin’s Q ratio. The study suggests that greater independent non-executive director representation, lower board share-ownership and larger board sizes should be encouraged to enhance firm performance.
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Schroers-Martin, Joseph G., Andrea Garofalo, Joanne Soo, et al. "Lymphoma Virome Dynamics Revealed By Cell-Free DNA Sequencing." Blood 132, Supplement 1 (2018): 2861. http://dx.doi.org/10.1182/blood-2018-99-119905.
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Abstract Background : Infectious disease plays a central role in malignancy, with up to one in six cancers having a microbial association (Parkin Int. J. Cancer 2006). Lymphomas in particular are associated with multiple viral pathogens, including Epstein Barr virus (EBV), Kaposi Sarcoma herpesvirus (KSHV), and HIV. Sequencing of cell-free DNA (cfDNA) is an emerging technique in the diagnosis and surveillance of cancer. While studies to date have focused primarily on tumor-associated somatic variants, cfDNA may also provide insight into the infectious and immune state of cancer patients. We examined cfDNA from lymphoma patients of multiple histologic subtypes to characterize viral detection and dynamics. Methods: Plasma from 360 pre-treatment patients with various lymphoma histologies was analyzed along with that of 69 healthy adults. Multiple samples per patient were included when available. All samples underwent deep sequencing with error correction by CAPP-Seq (Newman Nat Biotech 2016). Reads were filtered for homology to the human genome and endogenous retroviruses, mapped to NCBI consensus genomes for human-hosted viral species, and filtered by breadth of genomic coverage. Viral read count was normalized by total sequencing depth to determine viral read fraction (VRF). EBV fragment size was assessed via single-read BLAST alignment length considering reads with expect value < 1E-5. Integration sites were assessed with the VirusClip package (Ho Oncotarget 2015). Results: Patients with most lymphoma histologic subtypes had viral loads not significantly different from those of healthy adults. However, post-transplant lymphoproliferative disorder (PTLD) patients receiving immunosuppression for solid organ transplants had significantly increased total viremia (Fig 1A) and EBV levels (Fig 1B) when compared to healthy adults and non-transplant DLBCL patients. EBER+ classical Hodgkin lymphoma (cHL) displayed no difference in total viremia but had significantly elevated EBV. In an EBV-positive PTLD patient, cfDNA viral levels tracked both clinical viral qPCR and circulating tumor DNA (ctDNA) levels in serial samples leading to diagnosis (Fig 1C). Elevated EBV levels were also present in a subset of non-transplant DLBCL. In a cohort of DLBCL patients treated with frontline R-CHOP-like chemotherapy (n=152), individuals with pre-treatment EBV frequency greater than VRF 1E-7 had significantly higher risk of disease progression at three years (HR 1.8, CI 1.0-3.4, p=0.013) (Fig 1D). Immunosuppression in transplant patients is associated with the expansion of the endogenous anellovirus family (De Vlaminck Cell 2013). Accordingly, anellovirus was detected significantly more often in PTLD patients (91% of samples) compared to DLBCL NOS (2.8%) and controls (1.4%) (Fig 1E, p < 0.0001). As the standard-of-care R-CHOP regimen for DLBCL has activity against both B- and T- lymphocytes, we hypothesized that an immunosuppressive effect might be observed. In non-transplant DLBCL patients receiving R-CHOP (n=31), we detected anellovirus in 6% of samples at the time of first chemotherapy infusion, 16% immediately before cycle 2, but in no samples from post-treatment patients in complete response (Fig 1F). Viral integration into the host genome is associated with malignant transformation. We profiled a cohort of EBER+ cHL (n=8) and found circulating EBV/human chimeric reads suggesting integration in all cases. Viral fragment size distribution also distinguishes integrated DNA from shorter free episomes and may increase cancer screening performance (Lam PNAS 2018). We profiled EBV fragment sizes in cHL and PTLD patients grouped by EBER positivity. Plasma from EBER+ cHL and PTLD patients was significantly enriched in longer fragments (Fig 1G), suggesting nucleosomal protection of EBV integrated within tumor genomes but not their benign episomal counterparts. Conclusions: Viral infection in lymphoma has diagnostic and prognostic significance: elevated circulating EBV levels are associated with active PTLD (Kanakry Blood 2016) and poor outcomes in advanced HL (Kanakry Blood 2013) and DLBCL (Tisi Leuk & Lymph 2015). Our work demonstrates the utility of cfDNA sequencing for simultaneous characterization of malignancy, infection, and immunosuppression. The integration of viral dynamics into cfDNA analysis may assist in risk stratification and treatment monitoring in lymphoma patients. Disclosures Dührsen: Amgen: Research Funding; Celgene: Honoraria, Research Funding; AbbVie: Consultancy, Honoraria; Roche: Honoraria, Research Funding; Gilead: Consultancy, Honoraria; Janssen: Honoraria. Hüttmann:Celgene: Other: Travel expenses; Roche: Other: Travel expenses. Meignan:F. Hoffman-La Roche Ltd: Honoraria. Casasnovas:Janssen: Consultancy; Takeda: Honoraria; Janssen: Honoraria; MSD: Honoraria; Merck: Honoraria; Gilead Sciences: Honoraria; Celgene: Honoraria; Roche: Consultancy; Roche: Research Funding; takeda: Consultancy; Gilead Sciences: Consultancy; Roche: Honoraria; Gilead Sciences: Research Funding; merck: Consultancy; MSD: Consultancy. Westin:Kite Pharma: Membership on an entity's Board of Directors or advisory committees; Apotex: Membership on an entity's Board of Directors or advisory committees; Novartis Pharmaceuticals Corporation: Membership on an entity's Board of Directors or advisory committees; Celgen: Membership on an entity's Board of Directors or advisory committees. Gaidano:Amgen: Consultancy, Honoraria; Morphosys: Honoraria; Janssen: Consultancy, Honoraria; Gilead: Consultancy, Honoraria; AbbVie: Consultancy, Honoraria; Roche: Consultancy, Honoraria. Advani:Bayer: Membership on an entity's Board of Directors or advisory committees, Other: Participated in an advisory board; Agensys: Research Funding; Infinity: Research Funding; Roche/Genentech: Consultancy, Membership on an entity's Board of Directors or advisory committees, Other: Participated in an advisory board, Research Funding; Merck: Research Funding; Janssen: Research Funding; Cell Medica: Consultancy, Membership on an entity's Board of Directors or advisory committees, Other: Participated in an advisory board; Takeda: Consultancy, Honoraria, Membership on an entity's Board of Directors or advisory committees; Astra Zeneca: Consultancy, Membership on an entity's Board of Directors or advisory committees, Other: Participated in an advisory board; Seattle Genetics: Consultancy, Membership on an entity's Board of Directors or advisory committees, Other: Participated in an advisory board, Research Funding; Kyowa: Consultancy, Membership on an entity's Board of Directors or advisory committees, Other: Participated in an advisory board; Pharmacyclics: Membership on an entity's Board of Directors or advisory committees, Research Funding; Millenium: Research Funding; Celgene: Research Funding; Kura: Research Funding; Bristol Myers Squibb: Membership on an entity's Board of Directors or advisory committees, Other: Participated in an advisory board, Research Funding; Regeneron: Research Funding; Autolus: Membership on an entity's Board of Directors or advisory committees, Other: Participated in an advisory board; Gilead/Kite: Membership on an entity's Board of Directors or advisory committees, Other: Participated in an advisory board; Forty Seven Inc.: Research Funding; Celgene: Research Funding.
Dissertations / Theses on the topic "Board of directors dynamics"
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Pastra, Aspasia S. "Board of directors' dynamics, board effectiveness and organisational performance : the case of Nordic region." Thesis, Brunel University, 2017. http://bura.brunel.ac.uk/handle/2438/15791.
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The thesis aims to explore the effect of team dynamics on team and organisational outcomes. Dynamics is a broad term that encompasses all the processes and attitudes that exist between team members and influence the direction of team's performance. Trust, conflict and behavioural integration comprise psychological facets of teamwork and are amongst the most common dynamics of a team. The current study aims to shed light on the perceptions of board members about the level of conflict, trust and behavioural integration during board meetings, which comprise the most critical forum of the group. Trust, conflict and behavioural integration are the primary attitudes, behaviors, and cognitions that arise within the board and encompass the core aspects of teamwork. There is a gap in the literature for examining the role of social-psychological processes and interactions between the board members because access to the boardroom is difficult and the researchers are forced to turn their attention on secondary data and proxies for board behaviors. Although that board of directors is an upper echelons group of executives who can ensure the long-term survival of the organisations, there is scarce of research in studying boards from a team perspective. Until today, we have limited knowledge of team processes, such as conflict, both inside the boardrooms and in the context of strategy implementation. The literature review in this thesis is drawn from multiple disciplines, including management, psychology and sociology, which enable us to gain a deep understanding of team's dynamics. The methodology has been based on a positivist approach since the focus is centered around the data collection process and the statistical interpretation of the findings. Primary data was collected from board members in Nordic countries, namely Denmark, Finland, Sweden, Iceland and Norway. The data was collected with the use of survey method and the findings are based on 186 usable responses. The Nordic corporate governance model remains still the less known outside the Nordic region (Thomsen, 2016) but this thesis postulates that valuable lessons can emanate from its study. The study of the Nordic model could give us useful lessons for the roles of the board and the structure of their organisations. The statistical analysis of the model involved: Descriptive Analysis, Exploratory Factor Analysis (EFA), Confirmatory Factory Analysis (CFA) and Structural Equation Modeling (SEM). The results of this thesis provide theoretical and managerial recommendations for achieving superior board performance. The importance of the role of the Behavioural Integration inside the boardroom is underlined as a significant finding of this study. Moreover, the role of Trust in the board context raises some important questions about its priority since there may be other processes or dynamics which present more clear-cut results on board effectiveness. Furthermore, the deleterious effects of conflict have been underlined. It is also underlined that in this competitive era boards should go beyond fiduciary responsibilities to a more strategic role on a broader range of matters With the exception of a few studies, researchers still to move inside the "black box" of the upper echelons processes and understand how the executives in the board interact. Building a strong board of directors requires a focus beyond demographic characteristics to board interactions. The most effective boards have the strongest board dynamics and are characterized by openness, teamness and collaborative behaviour. The power of the board comes from the ability of the directors to effectively work together and hopefully the current study contributes substantially to the corporate governance field and the way that team processes affect team outcomes.
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Hedström, Anna, and Elin Albåge. "Winning the Board Game : Increasing the Strategic Involvement of Boards of Directors." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-302313.
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After the financial crisis and several corporate scandals, efforts to improve the quality of corporate governance have been made but extended regulatory actions can be seen as insufficient as issues still arise. According to several scholars and practitioners one way for boards to become more efficient is by increasing their involvement in strategy. However, there are discrepancies in what the boards are expected to do and what they are capable of doing. By researching what the barriers are for boards’ active involvement in strategy, the purpose of this paper is to fill, or at least partly explain, this empirical gap. Palepu (2012) has identified four potential barriers for boards’ strategic involvement; the role of the board, external pressures, access to information and boardroom dynamics. Based on Palepu’s framework 17 board members were interviewed with the aim to explore underlying issues and problems preventing strategic work in the boardroom. The results of this study show that the potential barriers for strategic involvement have two different effects on strategy. The role of the board, as well as the external pressure affect the amount of time spent on strategy in the boardroom. The boardroom dynamics and the access to information on the other hand have an impact on the quality of the strategic discussions. These four factors may then limit boards’ involvement in strategic questions if not handled correctly. Two main areas that have shown to be of utmost importance in improving the strategy engagement and the board work in full are increasing the level of engagement of the individual director and having more diversified boards in large. Diversification and higher levels of engagement are thereby two key factors which should be prioritized in order to ensure a sustainable development of corporate governance with more efficient boards actively involved in strategy.
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Näslund, Ulrika, and Mariette Andersson. "Budgetering - I en mer dynamisk omgivning." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-76425.
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Bakgrund och problem: Vi lever idag i ett samhälle som till stor grad karaktäriseras av förändring och osäkerhet där snabba förändringar i den externa omgivningen tenderar att göra budgeteringen mindre användbar. Till följd av detta har budgeteringen som styrmedel varit hårt kritiserad. Trots den kritik som budgeteringen utsatts för har budgeten alltjämt än idag en viktig roll i företagets styrning. Vi finner en kunskapslucka i forskning som berör budgetering i en dagens mer dynamiska omgivning och som även inkluderar styrelsens roll i budgeteringen. Syfte: Det övergripande syftet med denna studie är att beskriva och förstå budgeteringens användning och syfte i företag som är verksamma i dagens dynamiska omgivning och som på grund av olika faktorer har svårigheter att förutse framtiden. Vidare är syftet att beskriva styrelsens roll i budgetarbetet för en mer omfattande förståelse, då hänsyn tas till hela styrkedjan. Metod: I denna studie tillämpas en kvalitativ forskningsstrategi varigenom en flerfallsstudie utförts. Studiens empiri grundas främst i semistrukturerade intervjuer med respondenter som har insikt i företagens budgetering. Slutsats: Budgetering används idag främst för att gå igenom verksamheten noggrant men används även genom att verka motiverande då delaktighet och engagemang främjas. Det ligger en större användning i den process varigenom budgeteringen sker än i budgeten som dokument. Med anledning av den dynamiska omgivning som företag verkar i och svårigheter som däri ligger att förutse framtiden finns ändå användning av budgetering om man arbetar på rätt sätt och har rätt inställning till budgeten. Styrelsen har en aktiv och betydande roll i företags budgetering, under förutsättningen att styrelsen aktivt verkar som en styrelse. I budgetarbetet har styrelsen en bestämmande roll som främst urskiljs vid budgetförutsättningar samt vid fastställande och uppföljning av budgeten. Ett extra fokus på strategirollen kan urskiljas varigenom denna roll också utmärks i budgeteringen genom kopplingen mellan budget och strategi.Background: Today, we live in a society that is largely characterized by change and uncertainty where rapid changes in the external environment tend to make budgeting less useful. As a result, budgeting has been heavily criticized. However, despite the criticisms of budgeting, the budget still has an important role in the management of the company. We find a knowledge gap in research that concerns budgeting in today's more dynamic environment and also includes the board's role in budgeting. Purpose: The purpose of this study is to describe and understand the use and purpose of budgeting in companies that are active in today's dynamic environment and due to various factors have difficulties predicting the future. Furthermore, the purpose is to describe the role of the board in the budget work for a more comprehensive understanding, taking into account the entire control chain. Method: A qualitative research strategy is applied in this study, whereby a multiple case study is conducted. The empirical study is based primarily on semi-structured interviews with respondents who have insight into the companies’ budgeting. Conclusions: Today's budgeting is used primarily to review the business thoroughly but it is also used by acting motivating as participation and dedication are promoted. There is a greater use in the process whereby budgeting takes place than in the budget as a document. However, due to the dynamic environment that companies engage in and difficulties in anticipating the future, budgeting is still available if you work properly and have the right attitude to it. The board has an active and significant role in budgeting, provided that the board actively acts as a board. In the budget work, the board has a determining role that is primarily distinguished by budget conditions, as well as in determining and reviewing the budget. An extra focus on the strategy role can be identified, whereby this role is also distinguished in budgeting by linking budget and strategy.
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Charas, Solange. "DOES UPPER ECHELONS TEAM DYNAMIC MATTER? THE CRITICALITY OF EXECUTIVE TEAM BEHAVIOR IN ECONOMIC VALUE CREATION." Case Western Reserve University School of Graduate Studies / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=case1395319255.
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Deacon, Nicola. "Board Member development: Board Member learning and attributes of experienced Board Members." Click here to access this resource online, 2009. http://hdl.handle.net/10292/750.
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This research uses a grounded theory approach to explore the term ‘experienced Board Member’ with research into the learning experiences which bridge the gap between an inexperienced Board Member and an experienced Board Member. The purpose of this research is to identify repeatable/reportable patterns which could be utilised and developed to improve Board Member learning. Data is derived from interviews with nine (current and past) New Zealand Board Members. A common set of attributes of an experienced Board Member emerged from the study. The linking theme of the attributes is that they support the process of reaching a quality agreement or decision. The results of this study suggest that an experienced Board Member is perceived to be a Board Member who contributes to achieving a quality agreement and decision, using attributes associated with: • Contribution to Board processes • Understanding and Knowledge (governance and business acumen) • Internal Drivers • Making Hard Decisions. Formative Board Member learning is associated with developing self confidence, understanding what content is perceived to be (or not to be) relevant, understanding the Boardroom protocols and processes, and understanding the responsibility of the role. The primary mechanism in Board Member learning is observation. Board Member learning was most often the development of tacit understanding through observing events internal to the Board. Learning events for Board Members are likely to arise as part of the dismissal/departure of the CEO or from internal Board dissension. The results also indicate that current NZ Board Members are unlikely to have had any formal preparation for the Board Member role, and learning for the role is likely to be ad-hoc and vicarious. This research suggests that the successful development of experienced Board Members will require a fundamental change in the perception and practice of Board Member development within organisations and at Board level. A Capability and Maturity Model is presented as a framework for assessing an organisation’s capability and maturity in terms of the development of its Board Members. This study builds on corporate governance theory by identifying attributes considered indicative of an experienced Board Member. This study adds to Learning Organisation and Knowledge theories by providing examples and comment on the place of Communities of Practice, and knowledge development within the development of Board Member experience.
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Lahlou, Ismail. "Corporate board of directors : structure and efficiency." Thesis, Rennes 1, 2014. http://www.theses.fr/2014REN1G022.
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Cette thèse a pour objectif principal d’apporter une contribution à la littérature concernant la structure et l’efficacité du conseil d’administration (CA). Elle s’articule autour de quatre chapitres. Le premier chapitre est une revue de la littérature, tandis que les trois autres portent sur des questions de recherche distinctes. La première étude présentée dans le deuxième chapitre de cette thèse a pour objectif d'étudier les déterminants de la taille du CA, de l'indépendance de ses membres et de la dualité des fonctions de direction et de présidence du CA. Les principaux apports de cette étude peuvent être résumés comme suit : tout d'abord, nos résultats sont fondés sur l'analyse d'un des plus grands échantillons utilisés dans ce domaine, avec à peu près 16000 observations (entreprises-années) pour près de 2300 entreprises américaines observées de 1997 à 2010. De plus, sur le plan méthodologique, une batterie de tests statistiques a été réalisée afin de vérifier la robustesse de nos résultats, notamment des tests tenant compte des biais d'hétérogénéité et de simultanéité. Enfin, cette étude est probablement la première à démontrer que le passage de la loi SOX a limité la capacité des dirigeants à influencer la composition du CA. La deuxième étude s’attache à analyser les deux principales fonctions du CA, qui sont le conseil au chef d'entreprise et le contrôle de ses activités. Ainsi, comprendre la capacité du CA à remplir ces fonctions est une question fondamentale que nous nous proposons d’approfondir. Cette étude vient enrichir la littérature émergente sur la fonction consultative du CA en fournissant de nouveaux éléments de preuves sur l'importance de cette fonction dans la création de valeur de l'entreprise. Ces résultats apportent également des éclairages sur le conflit potentiel existant entre les deux principales fonctions du CA. Enfin, cette étude s'inscrit dans le courant de pensée qui cherche à évaluer l'impact des caractéristiques des entreprises sur l'efficacité de leurs structures de gouvernance. Le principal objectif de la troisième étude présentée dans le dernier chapitre de cette thèse est de déterminer si la rémunération à base d’actions des administrateurs peut affecter les décisions futures en matière d'acquisition, et le cas échéant, comment. Les résultats de cette étude apportent un nouvel éclairage concernant la rémunération des administrateurs. Cette étude met en exergue l'importance des pratiques de rémunération incitative sous forme d’actions et d’options pour les membres du CA. Par ailleurs, bien que de nombreuses études aient été réalisées afin d'analyser la relation existante entre les mesures incitatives à destination des administrateurs et la performance de l'entreprise, notre étude est l'une des premières à explorer les mécanismes à travers lesquels ces mesures peuvent influencer la valeur de l'entrepriseThis thesis aims at providing contributions to the existing literature on the structure and effectiveness of corporate boards. It comprises three essays that address distinct research questions. The first study examines the trends and determinants of corporate board structure using a panel data sample. This study extends the existing literature on the determinants of board structure in three important ways. First, our results are based on one of the largest samples used in this area, with almost 16,000 firm-year observations for nearly 2,300 firms observed from 1997 to 2010. Second, in terms of methodology, a set of statistical tests was performed in order to check the robustness of our findings, including tests that account for heterogeneity and simultaneity. Finally, this is probably the first study to show that the enactment of SOX has reduced the ability of CEOs in influencing board composition. Specifically, while SOX does not fundamentally alter the economic determinants of board structure, our results show that the documented negative impact of well performing CEOs on board independence in the pre-SOX era is no longer significant post-SOX. In the second study, the principal objective is to investigate the effects of advisory directors' presence on the board and monitoring intensity on the board's overall effectiveness in value creation. This study makes some significant contributions to the literature. First, it complements and extends the growing literature on the board's advisory function by providing strong new evidence on the importance of this board function in value creation. Second, it also provides some evidence on the potential conflict between the two primary functions of corporate boards. Finally, this study adds to the literature that attempts to assess the impact of firm and industry characteristics on the effectiveness of specific governance structures. The last study has as main objective to examine the relation between director compensation structure and shareholder interests in the context of acquisitions. This study contributes to the literature in several ways. First, we add to the recent but burgeoning literature that deals with the determinants of director compensation. Guided by theoretical work in this area, we show that director compensation is mainly consistent with firm's needs for monitoring and advising. Second, we extend the body of research that highlights the importance of equity-based compensation by providing evidence that the use of incentive-based compensation schemes to reward directors also matters. Finally, although many studies have examined the relation between directors' incentives and firm performance, this work is one of the first to examine the channels through which directors' equity-based pay affects shareholders' value
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Wei, Gang. "Board of directors and corporate performance in China." Thesis, Cardiff University, 2005. http://orca.cf.ac.uk/55581/.
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The purpose of this study is to examine the relationship between board of directors (BoD) and corporate performance in China. In particular, it attempts to identify the effects of four attributes of BoD board composition, characteristics of directors, board structure and board process on the financial performance of Chinese listed companies. A large number of empirical studies have examined the correlation between BoD and corporate performance. Few previous studies have examined the effects of BoD on both direct shareholder wealth and company financial performance. Moreover, little attention has been paid to this topic in a Chinese context. Owing to special ownership structure of listed companies, agency problems have recently received more and more attention in China from the academics and policy makers. As noted by Qian (1995) and Firth et al. (2003), agency problems in China are potentially more serious than in the West. Therefore, this study mainly employs agency theory to examine the effects of the BoD on corporate performance. It is utilised, together with other theories, such as resource dependence theory, to develop testable hypotheses and discuss the results. This study finds that there is relatively limited evidence that board independence has significantly positive impacts on corporate performance. In particular, it finds that there is non-linear relationship between board independence and firm performance. There is no negative relation between the proportion of affiliated directors on board and firm current or future performance. In addition, there is no significantly negative correlation between board size and firm current performance. In particular, there is no non-linear relationship between board size and corporate performance. There is no confirmative evidence that stock ownership and cash compensation of independent directors have any positive effects on corporate financial performance. However, there is strong evidence that firm performance depends crucially on the interaction between the magnitude of cash compensation of independent directors and the size of them on board. Also there is no evidence that the incentives of independent directors have any curvilinear effects on current performance. There is no evidence of significantly positive or negative correlation between age and primary occupation of independent directors and firm performance. However, I find that the presence of overseas independent directors has significantly positive impacts on corporate performance. Interestingly, there is a significantly negative correlation between the proportion of female independent directors and corporate performance. There is no clear evidence that CEO duality has any negative impact on current financial performance, which rejects the hypothesis H5. Furthermore, there is a significantly negative relationship between multi-directorship and firm performance. In addition, there is limited evidence that auditing committee has a significantly positive impact on corporate performance. There is no significantly positive correlation between the frequency of board meeting and firm financial performance. However, there is strong evidence that firm performance depends crucially on the interaction between the frequency of board meetings and the size of independent directors appointed. In particular, there is confirmative evidence that frequency of board meeting has curvilinear effect on firm performance. There is no clear evidence that the proportion of directors appointed by government agents control shareholders has a negative impact on corporate performance. However, there is a significantly negative correlation between the proportion of directors appointed by SOE control shareholders and company performance. Furthermore, the relationship between the proportion of directors appointed by SOE control shareholders and company performance is non-linear. The dissertation makes several important contributions to the corporate governance literature. In addition, this study also has implications for policy makers insofar as it offers empirical evidence concerning effectiveness of Chinese BoD in improving financial performance of listed companies. The findings of this study can help the authorities to reform the corporate governance system.
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Zhang, Mao. "Three essays on board of directors in China." Thesis, University of Sheffield, 2017. http://etheses.whiterose.ac.uk/21169/.
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Horner, Stephen V. "Director ties, board experience, and firm strategic outcomes board experience effects on post-acquisition performance /." Diss., Columbia, Mo. : University of Missouri-Columbia, 2006. http://hdl.handle.net/10355/4489.
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Thesis (Ph. D.) University of Missouri-Columbia, 2006.The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on August 1, 2007) Includes bibliographical references.
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Shivdasani, Anil. "The board of directors, ownership structure, and hostile takeovers." The Ohio State University, 1991. http://rave.ohiolink.edu/etdc/view?acc_num=osu1259096201.
Full textBooks on the topic "Board of directors dynamics"
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Blake, Allan. Dynamic directors: Aligning board structure for business success. Macmillan Press, 1999.
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Zander, Alvin Frederick. Making boards effective: The dynamics of nonprofit governing boards. Jossey-Bass, 1993.
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Hardy, James M. Developing dynamic boards: A proactive approach to building nonprofit boards of directors. Essex Press, 1990.
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Croci, Ettore. The Board of Directors. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-96616-8.
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Lahlou, Ismail. Corporate Board of Directors. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-05017-7.
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Toth, Bruce A. The board of directors. Bureau of National Affairs, 2001.
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Janis, Riven, and Institute of Chartered Secretaries & Administrators in Canada, eds. Understanding your board of directors. Éditions D.P.R.M., 2009.
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Lindgren, Ulf. All above board: Creating the ideal corporate board. Palgrave Macmillan, 2013.
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On the board. 2nd ed. Allen & Unwin, 1985.
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Clemons, Calvin K. The perfect board. Synergy Books, 2005.
Book chapters on the topic "Board of directors dynamics"
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Blake, Allan. "Board Architecture and Entrepreneur Companies." In Dynamic Directors. Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-14889-9_3.
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Blake, Allan. "Board Architecture and Family Companies." In Dynamic Directors. Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-14889-9_4.
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Blake, Allan. "Board Architecture and Listed Companies." In Dynamic Directors. Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-14889-9_5.
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Blake, Allan. "Board Architecture and Groups of Companies." In Dynamic Directors. Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-14889-9_6.
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Pisacane, Giovanni. "Directors and Board of Directors." In Corporate Governance in China. Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-3911-9_6.
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Aluchna, Maria. "Board of Directors." In Encyclopedia of Corporate Social Responsibility. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_180.
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Raval, Vasant. "The Board of Directors." In Corporate Governance. Auerbach Publications, 2020. http://dx.doi.org/10.1201/9781003031796-6.
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Chorafas, Dimitris N. "The Board of Directors." In Membership of the Board of Directors. Palgrave Macmillan UK, 1988. http://dx.doi.org/10.1007/978-1-349-10182-5_5.
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Koeberle-Schmid, Alexander, Denise Kenyon-Rouvinez, and Ernesto J. Poza. "Professional Board of Directors." In Governance in Family Enterprises. Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137293909_5.
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Croci, Ettore. "The Board of Directors." In The Board of Directors. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-96616-8_1.
Full textConference papers on the topic "Board of directors dynamics"
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Água, Pedro B., and Anacleto Correia. "Information governance: The role of information architecture for effective board performance." In Corporate governance: A search for emerging trends in the pandemic times. Virtus Interpress, 2021. http://dx.doi.org/10.22495/cgsetpt2.
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Among the growing demands in corporate governance is better decision-making. The best board dynamics and focus on substantive business issues do not ensure effective boards functioning. Better decision-making implies the availability of quality information in adequate amounts. Better information does not exist on its own, it is necessary to design adequate information architectures in order to gather such information for effective board decision-making. Relying on solid information sources fosters awareness and lies the grounds for a better information architecture, so directors can do their job in a more effective and efficient way. What, why, how and where questions shall be raised in order to reach such goals, and the pillars for such architecture shall be laid down, by means of an adequate information architecture. This text provides clarity and the main thinking behind such information architecture design, ending with a set of recommendations
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Kamenjarska, Tanja, and Igor Ivanovski. "IMPACT OF BOARD CHARACTERISTICS ON FIRM PERFORMANCE: DYNAMIC PANEL EVIDENCE OF THE INSURANCE INDUSTRY IN THE REPUBLIC OF NORTH MACEDONIA." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0027.
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Corporate governance is a crucial mechanism for the organizations’ actions to maintain market successful adequate and targeted policies and long-term strategies that ensure the maximization of shareholders’ benefits. The board of directors is appointed by organizations’ shareholders and its main role is to be responsible and accountable and to ensure enforcement of the top management acts concerning the fulfillment of the shareholder’s interests. For this to be achieved, it is important for the board to be efficient, effective, and focused on protecting the organization and shareholder’s interests. Good corporate governance and more specifically, board characteristics play a central role in companies’ management, coordination, and control mechanisms. The paper analyses various theoretical and empirical findings regarding the prominence of various board characteristics within companies and particularly evaluates the impact of board characteristics on the financial performance of listed companies in the insurance industry in the Republic of North Macedonia. The financial ratio ROA is used as a proxy and as a variable for firm performance while the board experience, CEO duality, board size, board composition, and gender diversity are set to be as independent variables. Based on the variables related to board characteristics, hypotheses are developed and their impact upon firm performance is examined with the use of Generalized Methods of Moments (GMM), a pairwise correlation matrix, as well as with multicollinearity VIF test. In that direction, this paper aims to determine the level of effectiveness of current governance mechanisms and based on the results, propose measures and actions for successfully handling agency costs while maximizing governance capability and performance in the insurance sector in the Republic of North Macedonia.
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"Board of directors." In 2011 IEEE International Reliability Physics Symposium (IRPS). IEEE, 2011. http://dx.doi.org/10.1109/irps.2011.5784435.
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"Board of directors." In 2012 IEEE International Reliability Physics Symposium (IRPS). IEEE, 2012. http://dx.doi.org/10.1109/irps.2012.6241762.
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"Board of directors." In 2013 IEEE International Reliability Physics Symposium (IRPS). IEEE, 2013. http://dx.doi.org/10.1109/irps.2013.6531933.
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"Board of directors." In 2014 IEEE International Reliability Physics Symposium (IRPS). IEEE, 2014. http://dx.doi.org/10.1109/irps.2014.6860572.
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"Board of directors." In 2015 IEEE International Reliability Physics Symposium (IRPS). IEEE, 2015. http://dx.doi.org/10.1109/irps.2015.7112660.
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"Board of directors." In 2009 IEEE International Reliability Physics Symposium. IEEE, 2009. http://dx.doi.org/10.1109/irps.2009.5173208.
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"Board of directors." In 2015 Computing in Cardiology Conference (CinC). IEEE, 2015. http://dx.doi.org/10.1109/cic.2015.7408565.
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"Board of directors." In 2008 Computers in Cardiology. IEEE, 2008. http://dx.doi.org/10.1109/cic.2008.4748955.
Full textReports on the topic "Board of directors dynamics"
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Cohen, Lauren, Andrea Frazzini, and Christopher Malloy. Hiring Cheerleaders: Board Appointments of "Independent" Directors. National Bureau of Economic Research, 2008. http://dx.doi.org/10.3386/w14232.
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Ding, Wenzhi, Chen Lin, Thomas Schmid, and Michael Weisbach. Risk Perceptions, Board Networks, and Directors’ Monitoring. National Bureau of Economic Research, 2021. http://dx.doi.org/10.3386/w28974.
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Graham, John, Hyunseob Kim, and Mark Leary. CEO-Board Dynamics. National Bureau of Economic Research, 2019. http://dx.doi.org/10.3386/w26004.
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Council, COPE. Guidelines for the Board of Directors of Learned Society Journals. Committee on Publication Ethics, 2008. http://dx.doi.org/10.24318/cope.2019.1.5.
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Ararat, Melsa, Esra Süel, and Belgin Aytekin. Women on board Turkey: 2013 1st Annual Report (Independent Women Directors Project). Sabanci University, 2013. http://dx.doi.org/10.5900/su_som_wp.2013.22323.
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Ararat, Melsa, Esra Süel, Belgin Aytekin, and Sevda Alkan. Women on board Turkey: 2014 (2nd Annual Report: Independent Women Directors Project). Sabanci University, 2014. http://dx.doi.org/10.5900/su_som_wp.2014.25068.
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Carrasquilla Barrera, Alberto, Arturo José Galindo Andrade, Gerardo Alfredo Hernández Correa, et al. Report of the Board of Directors to the Congress of Colombia - March 2020. Banco de la República de Colombia, 2020. http://dx.doi.org/10.32468/inf-jun-dir-con-rep-eng.03-2020.
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The Board of Directors of the Central Bank, as per the provisions of Article 5 of Law 31 of 1992, submits a report to the Congress of the Republic that describes the macroeconomic performance for the first half of 2019 and its prospects for the remainder of the year. The last two chapters report on the composition of the country’s international reserves and the projection of the financial situation of Banco de la República for 2019. The last chapter analyzes the payment systems in the cou
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Carrasquilla-Barrera, Alberto, Arturo José Galindo-Andrade, Gerardo Hernández-Correa, et al. Report of the Board of Directors to the Congress of Colombia - July 2020. Banco de la República de Colombia, 2021. http://dx.doi.org/10.32468/inf-jun-dir-con-rep-eng.07-2020.
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In Colombia, as well as in the rest of the world, the Covid-19 pandemic has seriously damaged the health and well-being of the people. In order to limit the damage, local and national authorities have had to order large sectors of the population to be confined at their homes for long periods of time. An inevitable consequence of isolation has been the collapse of economic activity, expenditure, and employment, a phenomenon that has hit many countries of the world affected by the disease. It is an unprecedented crisis in modern times, not so much for its intensity (which is undoubtedly immense), but because its origin is not economic. That is what makes it so unpredictable and difficult to manage. Naturally, its economic consequences are enormous. Governments and central banks from all over the world are struggling to mitigate them, but the final solution is not in the hands of the economic authorities. Only science can provide a way out. In the meantime, the economic indicators in Colombia and in the rest of the world cause concern. The output falls, the massive loss of jobs, and the closure of businesses of all sizes have become daily news. Added to this, there is the deterioration in global financial conditions and the increase in the risk indicators. Financial volatility has increased and stock indexes have fallen. In the face of the lower global demand, export prices of raw materials have fallen, affecting the terms of trade for producing countries. Workers’ remittances have declined due to the increase of unemployment in developed countries. This crisis has also generated a strong reduction of global trade of goods and services, and effects on the global value chains. Central banks around the world have reacted decisively and quickly with strong liquidity injections and significant cuts to their interest rates. By mid-July, such determined response had succeeded to revert much of the initial deterioration in global financial conditions. The stock exchanges stopped their fall, and showed significant recovery in several countries. Risk premia, which at the beginning of the crisis took an unusual leap, recorded substantial corrections. Something similar happened with the volatility indexes of global financial markets, which exhibited significant improvement. Flexibilization of confinement measures in some economies, broad global liquidity, and fiscal policy measures have also contributed to improve global external financial conditions, albeit with indicators that still do not return to their pre-Covid levels.
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DEPARTMENT OF THE ARMY WASHINGTON DC. Boards, Commissions, and Committees: Board of Directors, Army and Air Force Exchange Service (AAFES). Defense Technical Information Center, 1996. http://dx.doi.org/10.21236/ada401995.
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Ewens, Michael, and Nadya Malenko. Board Dynamics over the Startup Life Cycle. National Bureau of Economic Research, 2020. http://dx.doi.org/10.3386/w27769.
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