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Inglis, Sue. "Roles of the Board in Amateur Sport Organizations." Journal of Sport Management 11, no. 2 (April 1997): 160–76. http://dx.doi.org/10.1123/jsm.11.2.160.
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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.
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OBENG, KOFI, and ISAIAH O. UGBORO. "A Study of the Activities and Roles of Public Transit Boards." Transportation Journal 44, no. 3 (2005): 51–76. http://dx.doi.org/10.2307/20713606.
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Abstract This study examines public transit boards of directors' role performance, prescribed activities that facilitate role performance, relationships between the roles and prescribed activities, and characteristics of boards and their members that affect members' involvement in board activities. It surveys public transit boards and analyzes the resulting data, using factor analysis, structural, and stepwise regression equations. The study finds that transit boards' role performance is enhanced by board members' involvement in contextual, analytical, strategic, interpersonal, and political activities, but not by involvement in board educational activities. Additionally, it finds positive relationships between many of the board member characteristics examined and most of the prescribed board activities. Exceptions to these positive relationships are also revealed. Negative relationships exist between the level of formal education of board members and such activities as setting aside time to learn about the organization and discussing future directions of the organization with other board members. Appointment of board members by state governments exerts a negative effect on board members' attentiveness to decision-making processes, and the use of long-range plan priorities in making strategic decisions. Service on other boards negatively affects members' involvement in transit board-related interpersonal activities.
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OBENG, KOFI, and ISAIAH O. UGBORO. "A Study of the Activities and Roles of Public Transit Boards." Transportation Journal 44, no. 3 (2005): 51–76. http://dx.doi.org/10.5325/transportationj.44.3.0051.
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Abstract This study examines public transit boards of directors' role performance, prescribed activities that facilitate role performance, relationships between the roles and prescribed activities, and characteristics of boards and their members that affect members' involvement in board activities. It surveys public transit boards and analyzes the resulting data, using factor analysis, structural, and stepwise regression equations. The study finds that transit boards' role performance is enhanced by board members' involvement in contextual, analytical, strategic, interpersonal, and political activities, but not by involvement in board educational activities. Additionally, it finds positive relationships between many of the board member characteristics examined and most of the prescribed board activities. Exceptions to these positive relationships are also revealed. Negative relationships exist between the level of formal education of board members and such activities as setting aside time to learn about the organization and discussing future directions of the organization with other board members. Appointment of board members by state governments exerts a negative effect on board members' attentiveness to decision-making processes, and the use of long-range plan priorities in making strategic decisions. Service on other boards negatively affects members' involvement in transit board-related interpersonal activities.
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Jonsdottir, Thoranna, Val Singh, Siri Terjesen, and Susan Vinnicombe. "Director identity in pre- and post-crisis Iceland: effects of board life stage and gender." Gender in Management: An International Journal 30, no. 7 (October 5, 2015): 572–94. http://dx.doi.org/10.1108/gm-07-2015-0064.
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Purpose – The purpose of this paper is to examine how directors’ roles and social identities are shaped by gender and board life stage, using pre- and post-crisis Iceland as the setting. Recent theoretical work suggests the importance of directors’ monitoring and resource provision roles at certain board life stages; however, there is limited empirical evidence of directors’ identification with these roles as well as social role identification as a member of the board. Design/methodology/approach – The authors contribute empirical evidence from interviews with 23 corporate directors in Iceland on individual identification with the director role of monitoring and resource provision, relational identification with the CEO role and social identification as a member of the board. Findings – Prior to the crisis, male directors identified more strongly with resource provision and with their social roles and less strongly with monitoring roles. Compared to their male counterparts, pre-crisis female directors identified more strongly with monitoring and did not identify with their social roles. After the crisis, mature boards’ male director role identities were little changed; male directors continued to identify with resource provision and social identification, rather than monitoring, roles. Compared to pre-crisis, post-crisis female directors described greater identity with their resource provision roles and reported that male directors resented their attempts to fulfill their monitoring roles. In post-crisis, newly formed diverse boards, male and female directors reported very similar role identities which reflected balanced monitoring and resource provision roles, for example providing the board with ethical individual identities and unblemished reputations. The findings of this paper indicate that board composition and life cycle stage might have more impact on director identity than a pre- or post-crisis setting. These findings suggest implications for theory, practice and future research. Originality/value – This paper provides further empirical evidence of the roles male and female directors identify with on corporate boards. Its originality lies in the context of the board work in terms of newly formed and mature boards, before and after the financial crisis, with differing gender composition (male-dominated and gender-balanced boards).
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Chambers, Naomi, Judith Smith, Nathan Proudlove, Ruth Thorlby, Hannah Kendrick, and Russell Mannion. "Roles and behaviours of diligent and dynamic healthcare boards." Health Services Management Research 33, no. 2 (November 14, 2019): 96–108. http://dx.doi.org/10.1177/0951484819887507.
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Variation persists in the quality of board-level leadership of hospitals. The consequences of poor leadership can be catastrophic for patients. The year 2019 marks 50 years of public inquiries into healthcare failures in the UK. The aim of this article is to enhance our understanding of context-specific effectiveness of healthcare board practices, drawing on an empirical study of changes in hospital board leadership in England. The study suggests leadership behaviours that lay the conditions for better organisation performance. We locate our findings within the wider theoretical debates about corporate governance, responding to calls for theoretical pluralism and insights into the effects of discretionary effort on the part of board members. We conclude by proposing a framework for the ‘restless’ board from a multi-theoretic standpoint, and suggest a repertoire specifically for healthcare boards. This comprises a suite of board roles as conscience of the organisation, sensor, shock absorber, diplomat and coach, with accompanying dyadic behaviours to match particular organisation aims and priorities. The repertoire indicates the importance of a cluster of leadership practices to fulfil the purposes of healthcare boards in differing, complex and challenging contexts.
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Roy, Marie Josee. "Linking board types to key board roles." International Journal of Business Governance and Ethics 4, no. 3 (2009): 298. http://dx.doi.org/10.1504/ijbge.2009.023334.
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Laouer, Radhoine. "Supervisory board process: Evidence from French public hospitals." Health Services Management Research 31, no. 3 (June 25, 2018): 163–77. http://dx.doi.org/10.1177/0951484818780767.
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We mobilize theories of corporate governance and the theory of the social psychology of decision-making small groups to understand the operational process of the public hospital supervisory board. More precisely, we empirically test the mediation relationship of the decision-making process (effort norms, use of knowledge and skills, and conflict cognitive) between its structure (size, the composition, and diversity) and the performance of its roles (strategy, control, and service). A total of 320 questionnaires coming from members of the French public hospital supervisory board were collected. The aggregation of these individual answers generates a sample of 159 public hospital supervisory boards. The results of the tests of the assumptions of the research model confirm the fact that the structure of the supervisory board does not influence the performance of its roles. However, supervisory board effort norms positively affect the performance of its roles positively. Only effort norms and the use of knowledge and the skills partially play the role of mediator between the supervisory board structure and the performance of its roles. Practical and theoretical implications are exposed in the discussion.
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Peterson, Craig A., and James Philpot. "Roles of academic directors on US Fortune 500 boards." Corporate Governance: The international journal of business in society 9, no. 2 (April 10, 2009): 202–15. http://dx.doi.org/10.1108/14720700910946631.
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PurposeThis paper aims to examine the prevalence of directors of US Fortune 500 firms who come from an academic background, and possible unique reasons for their appointment.Design/methodology/approachBased on extant theory of the resource‐dependence roles of non‐management directors, this study proposes and tests three hypotheses concerning distinctive reasons firms may appoint an academic to their boards. Academic directors may serve unique roles in increasing board demographic diversity, increasing firm intellectual capital, and providing links to local geographic constituents. Using year 2002 data from the US Fortune 500 firms, this study presents descriptive statistics and uses t‐tests and χ2 tests to examine hypotheses.FindingsFirms having academics on their boards have greater board demographic diversity than firms without an academic director. Firms with academic directors have the same average emphasis on knowledge‐based earnings as other firms. Academics associated with US top‐ranked universities tend to be more likely to hold board seats. Firms tend to select academic directors from the geographic regions where the firm is headquartered and have a slight tendency to use them on public affairs committees.Research limitations/implicationsThis study's findings highlight a unique non‐monitoring advantage of academic directors for firms seeking increased board diversity, and potential community/stakeholder liaisons.Practical implicationsFirms wishing to increase board diversity or improve relationships with other stakeholder groups may find academic directors useful to such efforts. Academic directors appear to be just as capable as other outside directors in developing firm intellectual capital.Originality/valueThis paper extends the present literature in resource dependence by examining academic directors, a new director subset. The paper is also unique in that it uses data collected from proxy statements, rather than survey data.
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Corbetta, Guido, and Carlo A. Salvato. "The Board of Directors in Family Firms: One Size Fits All?" Family Business Review 17, no. 2 (June 2004): 119–34. http://dx.doi.org/10.1111/j.1741-6248.2004.00008.x.
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Boards of directors are governance bodies that serve important functions for organizations, ranging from monitoring management on behalf of different shareholders to providing resources. Board roles and characteristics vary widely among national cultures and, within each country, among different company types. Despite such variety, research on family business boards has been dominated by prescriptions and by the lack of an explicit recognition of family firm types characterized by different governance requirements. We argue that a contingency approach to defining board structure, activity, and roles offers useful guidance in understanding board contributions to family business performance. We develop a theory to show how board characteristics are a reflection of a family firm's power, experience, and culture makeup. This theory provides insight into descriptions of existing board choices and prescriptions for family firms interested in starting or adapting their board of directors.
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Kostyuk, Alexander. "The Kostyuk report: Corporate board practices in Ukraine." Corporate Board role duties and composition 1, no. 1 (2005): 18–27. http://dx.doi.org/10.22495/cbv1i1art2.
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The author reports on the corporate board practices in Ukraine. The roles of board of directors are mainly about control. The strategic and advisory roles are not developed. The mode of strategic involvement of the members of supervisory boards in Ukraine is mainly about reviewing and approving. Thus, the board of directors in Ukraine is "a rubber stamp". The degree of independence of directors is very low. Major board practices in Ukraine are: small number of independent directors on the board; low frequency of meeting of the board; small number of committees on the board; the management board influences the supervisory board. Board practices in Ukraine need a sort of recommendations, similar to those, made in UK at the end of 1990s, and at the start of the third millennium.
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Joecks, Jasmin, Kerstin Pull, and Katrin Scharfenkamp. "Perceived roles of women directors on supervisory boards: Insights from a qualitative study." German Journal of Human Resource Management: Zeitschrift für Personalforschung 33, no. 1 (July 19, 2018): 5–31. http://dx.doi.org/10.1177/2397002218783925.
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The (under-)representation of women on corporate boards is much debated among the public as well as in academia. In our exploratory article, we contribute to the literature by investigating women directors’ perceived roles by interviewing female as well as male board members and by employing the critical incident technique to address potential problems of social acceptancy. In the perception of board members, women directors fulfil three roles: they widen the boards’ perspectives and thus act as (unique) experts, they objectify discussions and they act as mediators.
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Salimath, Manjula S., and William Donoher. "Board Roles and (In) Effectiveness." Proceedings of the International Association for Business and Society 15 (2004): 236–44. http://dx.doi.org/10.5840/iabsproc20041530.
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Vestal, Katherine. "Preparing Yourself for Board Roles." Nursing Administration Quarterly 39, no. 1 (2015): 9–13. http://dx.doi.org/10.1097/naq.0000000000000071.
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Jizi, Mohammad, and Rabih Nehme. "Board monitoring and audit fees: the moderating role of CEO/chair dual roles." Managerial Auditing Journal 33, no. 2 (February 5, 2018): 217–43. http://dx.doi.org/10.1108/maj-10-2016-1464.
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Purpose This paper aims to examine whether CEO/chair dual roles influence board monitoring-audit fees nexus. The impact of corporate governance on audit fees literature is lacking in the banking sector, which is subject to different regulations and reporting requirements to other sectors. The level and quality of external audit services are important not only to shareholders and customers but also for regulators’ reputations and public confidence. Design/methodology/approach Examining a sample of the US national commercial banks, this study fills the gap by empirically examining whether the attributes of internal corporate governance mechanisms, proxied by boards of directors and audit committee characteristics, are related to audit fees. We introduce two interaction variables to understand whether chief executive officer (CEO)/chair dual roles influence the relationships between board independence and audit fees on the one hand and between the audit committee and audit fees on the other hand. Findings We find that audit fees are positively associated with board independence, board size, CEO/chair dual role and audit committee financial experts. The results of the interaction variables indicate that boards with higher independence and more effective audit committees tend to demand higher audit quality, and consequently, pay higher audit fees to protect shareholders’ interests from potential power abuse by CEOs who also chair boards. Originality/value This study contributes to the literature by providing extensive understanding of the influence on audit fees of the independence of the board of directors and the effectiveness of the audit committees. The authors first examine the impact of each individual governance variable separately and then introduce two interaction variables. This study provides policymakers with insights into the existing relationships between audit fees and the banking sector governance structure.
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Nguyen, Thi Tuyet Mai, Elaine Evans, and Meiting Lu. "Perceptions of independent directors about their roles of and challenges on corporate boards." Asian Review of Accounting 27, no. 1 (February 4, 2019): 69–96. http://dx.doi.org/10.1108/ara-02-2017-0028.
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PurposeThe purpose of this paper is to examine the perceptions of independent directors in Vietnam about their roles and challenges when sitting on the boards of listed companies.Design/methodology/approachThe study uses mailed questionnaires to collect data. The authors sent surveys to 810 independent directors from 354 listed companies and received feedback from 170 respondents.FindingsThe authors examine several aspects of independent directors’ work on the board (such as the roles of and challenges for independent directors) as well as board environment (such as information provision or board interaction). Findings suggest that independent directors in Vietnam place more emphasis on their advisory role than their monitoring role. In addition, they also point out their challenges including information asymmetries and the influence of controlling shareholders. These challenges are significant and they prevent independent directors to properly execute their independent role on the board. These findings reflect the unique features of corporate governance in transition economies.Originality/valueThe authors contribute to the literature through providing an insightful view about the nature of the work performed by this type of director in a transition economy. The study is also one of the first studies to use a qualitative instrument to provide an explanation of how controlling shareholders influence independent directors on boards of directors.
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Srinivasan, Vasanthi. "CHROs: Enablers of Value Creating Boards." NHRD Network Journal 12, no. 4 (October 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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Van Puyvelde, Stijn, William A. Brown, Vernetta Walker, and Rosemary Tenuta. "Board Effectiveness in Nonprofit Organizations: Do Interactions in the Boardroom Matter?" Nonprofit and Voluntary Sector Quarterly 47, no. 6 (March 15, 2018): 1296–310. http://dx.doi.org/10.1177/0899764018762318.
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This study explores how perceived interactions in the boardroom are associated with perceptions of board effectiveness in nonprofit organizations. The relationships between board chair leadership, board meeting practices, board group dynamics, and the perceived effectiveness of the board in several governance roles and responsibilities are investigated. The results show that interactions in the boardroom matter: they are generally positively associated with both board chairs’ and chief executives’ perceptions of board effectiveness. Based on these results, several practical implications are formulated for boards seeking to improve their effectiveness.
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Cullen, Margaret M., and Niamh M. Brennan. "Differentiating control, monitoring and oversight." Accounting, Auditing & Accountability Journal 30, no. 8 (October 16, 2017): 1867–94. http://dx.doi.org/10.1108/aaaj-12-2015-2345.
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Purpose Boards of directors are assumed to exercise three key accountability roles – control, monitoring and oversight roles. By researching one board type – investment fund boards – and the power relations around those boards, the purpose of this paper is to show that such boards are not capable of operating the three key roles assumed of them. Design/methodology/approach The authors conducted 25 in-depth interviews and a focus group session with investment fund directors applying a grounded theory methodology. Findings Because of their unique position of power, the authors find that fund promoter organisations (that establish and attract investors to the funds) exercise control and monitoring roles. As a result, contrary to prior assumptions, oversight is the primary role of investment fund boards, rather than the control role or monitoring role associated with corporate boards. The findings can be extended to other board-of-director contexts in which boards (e.g. subsidiary boards, boards of state-owned entities) have legal responsibility but limited power because of power exercised by other parties such as large shareholders. Practical implications Shareholders and regulators generally assume boards exercise control and monitoring roles. This can lead to an expectations gap on the part of shareholders and regulators who may not consider the practical realities in which boards operate. This expectations gap compromises the very objective of governance – investor protection. Originality/value Based on interviews with investment fund directors, the authors challenge the control-role theory of investment fund boards of directors. Building on our findings, and following subsequent conceptual engagement with the literature, the authors differentiate control, monitoring and oversight roles, terms which are often used interchangeably in prior research. The authors distinguish between the three terms on the basis of the level of influence implied by each.
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Nalukenge, Irene. "Board role performance and compliance with IFRS disclosure requirements among microfinance institutions in Uganda." International Journal of Law and Management 62, no. 1 (March 16, 2020): 47–66. http://dx.doi.org/10.1108/ijlma-08-2017-0195.
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Purpose The purpose of this paper was twofold. First, to explore the currently performed board roles. Second, to investigate the relationship between board role performance and compliance with international financial reporting standard (IFRS) disclosure requirements among microfinance institutions (MFIs) in Uganda. Design/methodology/approach This study used a mixed methods research design. The relationship between board role performance and compliance with IFRSs requirements was tested using Partial Least Squares. Confirmatory Factory Analysis and interviews were conducted to establish the performed board roles. Findings The findings suggest that among the known board roles of strategic, service and control, the control role is mostly performed. Results further suggest that board role performance is a significant predictor of compliance with IFRS disclosure requirements. In terms of control variables, MFI size and membership to the Association of Microfinance Institutions of Uganda were significant. Other control variables (liquidity, leverage and profitability) are not significantly associated with compliance with IFRS disclosure requirements. Research limitations/implications Compliance with IFRS disclosure requirements was based on one financial year owing to a lack of data for many years. Practical implications The results are important for governing boards regarding improving compliance with IFRS disclosure requirements. The results specifically suggest that MFIs’ boards must focus on performing the control role if compliance with IFRS disclosures requirements is to improve. Originality/value This paper is original because it uses perceptions to measure board role performance, unlike previous studies that used proxies such as board size and proportion of non-executive directors to infer board role performance. The study also reveals that it is only the control role that is important in enhancing compliance with IFRS disclosure requirements. Such evidence does not currently exist.
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Gawlik, Marytza, and Ann Allen. "Charter school board members’ readiness to serve and implications for training." Journal of Educational Administration 57, no. 2 (April 8, 2019): 102–17. http://dx.doi.org/10.1108/jea-05-2018-0099.
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Purpose Analyzing data collected from the charter school board members and the superintendent in a charter school district in a southeastern state about the quality and usefulness of training, the purpose of this paper is to provide an important foundation for understanding training and development for charter school boards in the USA. Design/methodology/approach This study uses a qualitative case study approach to examine a charter school district and the preparedness of charter school board members to serve in that district. The authors sampled one charter school district in the southeast region of the USA and interviewed five charter school board members and the superintendent. Findings The first theme is composition and responsibility of charter school board members, which outlines the roles and responsibilities that charter school board members assume when they serve on this charter district board. The second theme is preparedness to serve, which traces the readiness of charter school board members to serve on a board. The final theme is training and documents related to the kind of training charter school board members receive once they are appointed to the board. Originality/value This study provides a conceptual framework about the dimensions and standards associated with preparedness to serve as a charter school board member and broadens the authors’ understanding of the roles and responsibilities of charter school boards, their preparedness to serve and the training and development they receive.
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Devi Anna, Yane. "ROLES OF THE BOARD DIRECTORS AND FIRM VALUE." JBFEM 4, no. 1 (May 31, 2021): 59–70. http://dx.doi.org/10.32770/jbfem.vol459-70.
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This study aims to analyze the Integrated Reporting Disclosure in the company, the influence of the role of the board of directors as measured by the composition of the independent board of directors, the number of board meetings and the composition of the audit committee on the Integrated Reporting Disclosure, and the influence of the Integrated Reporting Disclosure on firm value. This study was conducted on 45 companies with an LQ 45 index on the Indonesia Stock Exchange, using a regression for data processing. The results showed that the composition of the independent board of commissioners and the number of board of directors’ meetings affected the Integrated Reporting Disclosure. Meanwhile, the audit committee did not affect the Integrated Reporting Disclosure. In addition, Integrated Reporting Disclosure affects firm value. The results of this study contribute to investors that the Integrated Reporting Disclosure provides information needed by investors in making decisions.
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Gunderman, Richard B., and Robert D. Tarver. "The roles of the board examination1." Academic Radiology 11, no. 2 (February 2004): 238–41. http://dx.doi.org/10.1016/s1076-6332(03)00603-2.
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Preece, Anne. "Meeting the board: Roles and interests." British Journal of Neuroscience Nursing 6, no. 5 (June 2010): 244–45. http://dx.doi.org/10.12968/bjnn.2010.6.5.48686.
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Farr, Lona M. "Helping board members understand their roles." New Directions for Philanthropic Fundraising 2004, no. 44 (2004): 105–25. http://dx.doi.org/10.1002/pf.66.
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Ben Rejeb, Wajdi, Sarra Berraies, and Dorra Talbi. "The contribution of board of directors’ roles to ambidextrous innovation." European Journal of Innovation Management 23, no. 1 (May 8, 2019): 40–66. http://dx.doi.org/10.1108/ejim-06-2018-0110.
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PurposeThe purpose of this paper is to examine the link between board of directors’ roles namely strategy, service and control roles and ambidextrous innovation. This study also aims to determine whether the independence and gender diversity of boards have mediating effects in this relationship.Design/methodology/approachOn the basis of a quantitative approach, the authors conducted a survey on all Tunisian-listed firms. A partial least square method was used to analyze the quantitative data. The authors also conducted semi-structured interviews with a sample of boards’ members of the surveyed firms followed by a thematic analysis of the discourses to discuss the results.FindingsResults revealed that ambidextrous innovation is negatively linked to board’s control role. The outcomes of this research show also that ambidextrous innovation is positively associated with board’s service role and that the gender diversity moderates positively this link. Findings do not indicate a significant relationship between board’s strategy role and ambidextrous innovation but show evidence that the relationship is negatively moderated by independent directors, while positively moderated by gender diversity.Originality/valueThis research sheds light on the effects of Boards’ roles on ambidextrous innovation and the moderating effect of board’s gender diversity and independence as well. This paper addresses the gap in the literature as this thematic has not been studied, offering key insights with regard to corporate governance of companies looking to achieve ambidextrous innovation.
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O'Kelly, Kevin P. "A European project for employee board-level representatives: issues, roles and responsibilities." Transfer: European Review of Labour and Research 11, no. 2 (May 2005): 221–30. http://dx.doi.org/10.1177/102425890501100209.
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With the adoption of the Directive on employee involvement in the European Company (SE), the topic of employees' representation on the boards of companies has become an important element in the debate on employee participation. To study this issue, a European project is bringing together employee board-level representatives from ten Member States to exchange experiences and information, to identify issues of common concern, to learn from each other and to compare the different systems of employee involvement in place in the participating countries. The project is also addressing the challenge posed by changes in corporate governance and how the role and the responsibilities of employee board-level representatives, as company directors, are changing. This article outlines the objectives of the project, the progress to date and, in particular, the key concerns that have emerged from the work on the project to date.
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Jonsson, Eythor, and Taman Powell. "An effective board from a team perspective." Corporate Board role duties and composition 2, no. 3 (2006): 7–15. http://dx.doi.org/10.22495/cbv2i3art1.
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This paper looks at boards from a team perspective, where insights from research on teams are used to discuss some classical problems of corporate governance. The Enron-case is used as an underlying theme as it portrays some of the biggest challenges that boards face today. Theories developed within the team literature emphasise that for boards to become more effective they need more time and better access to information as a source of knowledge, more structure and purposeful roles for directors and for the board in general, and they need to become smaller and more focused. In effect, the culture of teams could have avoided some of the blunders of the Enron board.
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Jansen, Peter AM. "Inside the Black Box of the Board: Towards a Global Comparative Model of Board Effectiveness for Listed Companies." Journal of Corporate Governance Research 3, no. 1 (April 3, 2019): 1. http://dx.doi.org/10.5296/jcgr.v3i1.14108.
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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.
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Nkundabanyanga, Stephen Korutaro, Venancio Tauringana, and Moses Muhwezi. "Governing boards and perceived performance of secondary schools." International Journal of Public Sector Management 28, no. 3 (April 13, 2015): 221–39. http://dx.doi.org/10.1108/ijpsm-10-2014-0135.
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Purpose – The purpose of this paper is to report the results of a study carried out to determine the effect of governing boards on the performance of Ugandan secondary schools. Specifically, the study investigated whether governing boards (board role performance, finance committee role performance, board size, frequency of board meetings and board finance expertise) have an effect on the perceived performance of the schools. Design/methodology/approach – This study is cross-sectional and correlational. Data were collected through a questionnaire survey of 271 schools out of which 200 responded. The data were analysed through ordinary least squares regression using Statistical Package for Social Scientists. Findings – The results suggest that board role performance, finance committee role performance, frequency of meetings and finance expertise of governing boards have a significant effect on the schools’ performance. Research limitations/implications – The authors measure some of the variables qualitatively and perceptively contrary to, for instance, the commonly used quantitative measures of performance, but process factors which are inherently qualitative in nature can better explain variances in secondary schools’ performance. Thus, in this study, the authors do not claim highly refined measurement concepts. More research is therefore needed to better refine qualitative concepts used in this study. The results too suggest that board and finance committee role performance and finance expertise of the board are more important for performance of a school than board size, and frequency of meetings which academics have been focusing on. These findings call for more research to validate the posited relationships. Practical implications – The results are important for governing board policy development; for example, in terms of prescribing the qualifications for schools’ governing board members and also finance committee board members. Originality/value – This study shows that one way to capture the influence of all governing boards’ roles including service role is to adopt a perception-based approach which asks respondents to what extent they think governing boards fulfil all their roles. Unlike previous studies which used proxies for board role performance such as proportion of non-executive directors and board size for monitoring and control and resource provision, the study incorporates proxies as well as perception-based measures of board role performance to determine if governing boards have a significant influence on the performance of Uganda secondary schools.
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Cohn, Amanda, Mya Cubitt, Anita Goh, Allison Hempenstall, Rebekah Hoffman, Christine Lai, Jane Munro, et al. "Gender Equity in Australian Health Leadership." Asia Pacific Journal of Health Management 16, no. 1 (February 28, 2021): 6–10. http://dx.doi.org/10.24083/apjhm.v16i1.519.
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Objective: To ascertain the gender distribution across public health boards in Australia. Design & Setting: Analysis of data and information obtained from a cross sectional audit of online publicly listed health boards within Australia from October to December 2019. Results: The majority of public health boards have close to equal representation of women as board members however women are underrepresented in Chair roles. Victoria has significantly more women on health boards, whereas New South Wales has significantly less women on health boards and in Chair positions. Conclusions: Further efforts are required to drive gender equity in senior leadership roles in public health boards across Australia
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Martins, Henrique Cordeiro, Carlos Alberto Gonçalves, ose Antonio de Sousa Neto, Marcio Augusto Gonçalves, and Reynaldo Maia Muniz. "Strategic corporate governance in family business: A study on the board of directors’ roles and responsibilities." Corporate Ownership and Control 9, no. 2 (2012): 9–20. http://dx.doi.org/10.22495/cocv9i2art1.
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The goal of this article is to analyze the constitution of the directors boards, based on their attributes, and the impact of this configuration on the roles and responsibilities of the board members in Brazilian Family Businesses. A research of a qualitative nature was carried out in 10 big family companies in Brazil. The results found point to the strategic roles as being the most relevant, but as a practical activity focused on the role of control. The Board has been more active at some moments, but is inactive at others, especially, when the concentration of capital is greater in some companies than in others.
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Bettinelli, Cristina, and Valeria Caviezel. "An exploration of board effectiveness in family businesses using a scaling approach." Corporate Ownership and Control 9, no. 3 (2012): 27–42. http://dx.doi.org/10.22495/cocv9i3art2.
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This study addresses the call for the development of team effectiveness scales that take team context into account. It develops and validates a measurement scale for effectiveness in the specific context of boards of directors in family firms. Results from a validation study based on 90 family businesses indicate that even if board task performance is associated with activities and roles that appear to represent differing views of effectiveness, they share a single, common line of inquiry. Moreover the study confirms that boards can be distinguished according to the degree to which they perceive themselves as more or less effective in performing certain roles. The scale demonstrates diagnostic properties that make it useful for practitioners as well as researchers.
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Nasiru, Muhammed, and Hannatu Sabo Ahmed. "Board attributes, ownership structure and risk management: A proposed model for insurance firms in Nigeria." Journal of Economic Info 8, no. 3 (December 3, 2021): 104–29. http://dx.doi.org/10.31580/jei.v8i3.2008.
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As a response to the weaknesses in corporate governance and risk management created by the 2007/2008 financial crises, Enterprise Risk Management (ERM) becomes imperative, especially in the financial sector. Therefore, in understanding the board's responsibility in ensuring good governance through ERM implementation, two fundamental questions need to be answered; what determines the makeup of the board? And what determines boards' action? Consequently, this study proposed a conceptual framework for investigating the moderating role of ownership structure on the relationship between board attributes and risk management of insurance firms in Nigeria using the model approach. Hence, the control, resource acquisition, and service roles of the board as explained by agency, stewardship, and resource dependence theories explain this relationship. Board attributes are measured by board composition, board structure, board characteristics, and board process, ownership structure is measured by ownership concentration, board ownership, and foreign ownership, and ERM is measured using the disclosure index. Findings from the review of literature reveal that governance attributes in board attributes-risk management relationships have been measured on single or fragmented criteria, leading to contradictory or conflicting findings. Hence, the significance of the study lies in the conceptualization and choice of board attributes as explained by board roles and an integrative theoretical perspective to propose the choice of board attributes in the board attributes-risk management relationship and how ownership structure can influence the relationship, adding to the existing literature onboard attributes, ownership structure, and risk management.
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de Villiers, Charl, Vic Naiker, and Chris J. van Staden. "The Effect of Board Characteristics on Firm Environmental Performance." Journal of Management 37, no. 6 (June 23, 2011): 1636–63. http://dx.doi.org/10.1177/0149206311411506.
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This study investigates the relationship between strong firm environmental performance and board characteristics that capture boards’ monitoring and resource provision abilities during an era when the natural environment and the related strategic opportunities have increased in importance. The authors relate the proxy for strong environmental performance to board characteristics that represent boards’ monitoring role (i.e., independence, CEO-chair duality, concentration of directors appointed after the CEO, and director shareholding) and resource provision role (i.e., board size, directors on multiple boards, CEOs of other firms on the board, lawyers on the board, and director tenure). The authors provide evidence consistent with both theories of board roles. Specifically, consistent with their agency theory–driven predictions, the authors find evidence of higher environmental performance in firms with higher board independence and lower concentration of directors appointed after the CEO on the board of directors. Consistent with resource dependence theory, they show that environmental performance is higher in firms that have larger boards, larger representation of active CEOs on the board, and more legal experts on the board. Their findings are generally robust to a number of sensitivity analyses. These findings have implications for managers, firms, shareholders, and regulators who act on behalf of shareholders, if they are interested in influencing environmental performance.
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Steens, Bert, Anouk de Bont, and Frans Roozen. "Influence of governance regime on controller roles – supervisory board members’ perspectives on business unit controller roles and role conflict." Corporate Governance: The International Journal of Business in Society 20, no. 6 (July 16, 2020): 1029–51. http://dx.doi.org/10.1108/cg-10-2019-0309.
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Purpose The plethora of changes in the corporate governance landscape over the past two decades has the potential to tighten governance regimes and influence the preference of supervisory board members vis-à-vis the involved decision-making role of business unit (BU) controllers and their independent fiduciary role. Stricter financial reporting and compliance requirements may lead organizations to prioritize the latter role. However, recent studies support the need to balance these roles, inducing the potential for role conflict. The purpose of this study is to shed light on the influence of a tight and loose governance regime on this balance as preferred by supervisory board members. Design/methodology/approach This study uses a unique data set from an experiment among 73 supervisory board members. The authors take their perspective because compliance with governance codes and corporate policies are relevant topics for their function. Findings The authors find evidence for the preference of supervisory board members for “all-round” BU controllers who, irrespective of the governance regime, demonstrate substantial levels of fiduciary and decision-making qualities and deal with the resulting role conflict. Originality/value The outcomes of the experiment among supervisory board members provide evidence for their preferences concerning the balance of the two primary controller roles and for the potential of role conflict. The authors have not found studies that provide such empirical evidence.
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Grove, Hugh, Mac Clouse, and Tracy Xu. "Benchmarking boards of directors for better corporate governance." Corporate Board role duties and composition 16, no. 2 (2020): 8–18. http://dx.doi.org/10.22495/cbv16i2art1.
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The key question and major lessons learned in this research are that individual companies and their boards of directors could use the board director benchmarking information compiled in the Conference Board Report to assess their own boards of directors’ corporate governance practices. For an initial benchmarking approach, this paper compared a poor long-term market performance company (Grove & Clouse, 2019) with a strong long-term market performance company (Grove & Lockhart, 2019). The following benchmarked differences in the boards of directors of these two companies were key success factors for constellation: specific industry knowledge, younger directors, coaching/nurturing, involved roles, long-term compensation of directors, no board entrenchment, board assessment, and board committee rotation. The major sections of this paper are literature review, corporate board practices, benchmarking board of directors: poor long-term market performance example, benchmarking board of directors: strong long-term market performance example, conclusions, and future research. A major limitation of this paper, which could be investigated in future research, is to analyze benchmarked board categories to see if they help explain differences in comparative long-term market performances by many companies since companies and their markets are diverse.
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Piscitelli, Anthony, and Sean Geobey. "Representative Board Governance: What Role Do Board Directors Have in Representing the Interest of Their Constituents?" Canadian Journal of Nonprofit and Social Economy Research 11, no. 1 (July 14, 2020): 12. http://dx.doi.org/10.22230/anserj.2020v11n1a323.
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The current ethos of most nonprofit boards of directors focuses on role clarity between board directors and the executive director. The board’s role is to collectively set strategic direction and provide oversight while leaving day-to-day operations to staff. Yet, many individual directors join a board to make an impact on the organization by addressing very specific operational concerns and/or to represent a stakeholder group, and this creates tension at the board table. This article explores whether there is necessarily a trade-off between the representative and good governance roles of a nonprofit board director. It will demonstrate that the tension between representing member interests and governing nonprofits is a false dichotomy. Reconciling these two interests offers some potential avenues for improved organizational accountability.
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Piscitelli, Anthony, and Sean Geobey. "Representative Board Governance: What Role Do Board Directors Have in Representing the Interest of Their Constituents?" Canadian Journal of Nonprofit and Social Economy Research 11, no. 1 (July 14, 2020): 12. http://dx.doi.org/10.29173/cjnser.2020v11n1a323.
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The current ethos of most nonprofit boards of directors focuses on role clarity between board directors and the executive director. The board’s role is to collectively set strategic direction and provide oversight while leaving day-to-day operations to staff. Yet, many individual directors join a board to make an impact on the organization by addressing very specific operational concerns and/or to represent a stakeholder group, and this creates tension at the board table. This article explores whether there is necessarily a trade-off between the representative and good governance roles of a nonprofit board director. It will demonstrate that the tension between representing member interests and governing nonprofits is a false dichotomy. Reconciling these two interests offers some potential avenues for improved organizational accountability.
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Wahba, Hayam, and Khaled Kadry Elsayed. "Firm complexity and corporate board size: testing the moderating effect of board leadership structure." Corporate Ownership and Control 7, no. 4 (2010): 114–26. http://dx.doi.org/10.22495/cocv7i4p8.
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Most prior studies have argued that the relationship between firm complexity and board size is a monotonic one: complex firm tend to have a large board size. Contrary to previous work, it is hypothesized in this study that this relationship is more likely to be moderated by board leadership structure. Using a sample of 92 Egyptian listed firms over the period from 2000 to 2004, we found that firm complexity exerted a positive and significant coefficient on board size when the firm adopts a leadership structure that separates the roles of CEO and chairman. However, the incremental effect of firm complexity on board size was negative and significant for firms that combine the roles of CEO and chairman (i.e., CEO duality). This study provides supportive evidence for the argument that firms are more likely to manipulate their boards’ characteristics to attain organizational adaptation at the minimum total cost. Thus, studying of one main characteristic of the board of directors without taking into account the expected effect of other characteristics may lead to inconclusive evidence. This study offers insights to practising managers and policy makers. If practising managers want to maximize the value of their firms, they need to broaden their insight to understand that board characteristics are multidimensional, contingent and dynamic in their nature and differ not only across firms and industry, but also across countries. Moreover, before developing and launching new and additional corporate governance reforms, policy makers need to realize that differences in corporate governance systems cannot be fully explained outside their institutional environments.
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Dato, Muluneh Hideto, Roy Mersland, and Neema Mori. "Board committees and performance in microfinance institutions." International Journal of Emerging Markets 13, no. 2 (April 16, 2018): 350–70. http://dx.doi.org/10.1108/ijoem-08-2016-0216.
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Purpose The purpose of this paper is to empirically relate subordinate board structures with improved financial and social performance in microfinance institutions (MFIs). Design/methodology/approach The research question is analyzed using a panel data from 23 MFIs in Ethiopia over a period of 2006-2011. Random effects panel data estimation is applied to analyze the link between board committees and MFI’s performance. Findings In MFIs with larger than average boards, the findings demonstrate significant ties between financial and outreach performance and how their boards are structured. The structure of board committees moderates the relation between board size and financial and outreach performance measures. Importantly, board committee benefits MFIs through better operational self-sufficiency, lower operating expenses, greater outreach to customers, and outreach to poorer customers using average loan size as the proxy. Practical implications Practitioners within microfinance sector, and those operating in advisory and regulatory roles to the sector could benefit from the argument advanced in the paper in that normative recommendation to restructure boards or establish committees requires reevaluating the board characteristics vis-à-vis the optimal monitoring, controlling, and advising needs of the institution. Originality/value Prior literature focuses on who sits on boards, how large are the boards, and how independent are they. This paper advances the understanding of the structure of board committees and how this may affect the performance of MFI. This approach provides better representation of director’s role and is thereby a good test of board effectiveness.
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Williams, Paul. "Executive and board roles in information security." Network Security 2007, no. 8 (August 2007): 11–14. http://dx.doi.org/10.1016/s1353-4858(07)70073-9.
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Preece, Anne. "Meet the BANN board: Roles and interests." British Journal of Neuroscience Nursing 7, no. 1 (February 2011): 450–52. http://dx.doi.org/10.12968/bjnn.2011.7.1.450.
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Morris, Libby V. "Roles and Rewards in Editorial Board Service." Innovative Higher Education 44, no. 2 (January 28, 2019): 85–86. http://dx.doi.org/10.1007/s10755-019-9458-2.
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Ishak, Zuaini, Nor Aziah Abd Manaf, and Shamsul Nahar Abdullah. "Is agency theory dominant in explaining the board roles of Malaysian listed firms?" Corporate Ownership and Control 13, no. 3 (2016): 533–42. http://dx.doi.org/10.22495/cocv13i3c3p12.
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This study examines the experiences of board members regarding their roles, the conduct of board meetings, and their influence on the appointment of new directors, the influence of “major” shareholders on board decisions, and the protection of the interest of the minority shareholders. The main objective of this study is to determine whether agency theory plays a dominant role in explaining the roles of the directors of Malaysian listed firms. Semi-structured interviews were carried out amongst selected directors. Our results suggest that agency theory alone is not sufficient to explain the complex issues involving board roles. Rather, a clearer picture emerges with the integration of agency theory and wider theoretical perspectives (i.e. stewardship and resource dependency). Although there is a constrain in accessing the board, this should not hamper future studies on examining other issues that could affect board roles such as effectiveness of the chairman, non-executive directors and board sub-committees. Studies of this nature are important as the board has an important influence on the decision making process.
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Kamardin, Hasnah, and Hasnah Haron. "Roles of board of directors: Evidence from Malaysian listed companies." Corporate Board role duties and composition 5, no. 1 (2009): 22–36. http://dx.doi.org/10.22495/cbv5i1art3.
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This study examines the extent of roles played by the board of directors (BOD) in Malaysian listed companies and the significant differences on the roles based on the company characteristics and board characteristics: firm size, leverage, growth, firm performance (ROA), family controlled companies, and CEO duality. Data are gathered from two sources whereby questionnaires are used to ascertain the extent of BOD participation in the board roles in the financial year 2006 and companies’ annual reports are used to gather financial and board data. Using a sample of 112 companies, descriptive analysis shows that BOD mostly performs greater monitoring roles, other than performance evaluation. Strategy roles focus more on reviewing company’s strategic plan and defining company’s vision. Outside directors are required to focus on protecting shareholders’ interests, provide a balanced view, and have strategic thinking capabilities. The results of t-test analysis indicate that to some extent the roles played by the BOD are significantly different in terms of firm size, firm performance and family companies. The results have some implications to the corporate governance practices.
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Sánchez, Leticia Pérez-Calero, Jaime Guerrero-Villegas, and José Manuel Hurtado González. "The influence of organizational factors on board roles." Management Decision 55, no. 5 (June 19, 2017): 842–71. http://dx.doi.org/10.1108/md-12-2015-0566.
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Purpose Using a contingency approach, the purpose of this paper is to study how organizational factors (such as the organizational life cycle, firm size, firm ownership concentration and firm technology) determine the relative importance of the monitoring and provision of resources roles provided by board members. Design/methodology/approach This paper highlights the importance of contingency factors in carrying out board’s roles using a sample of 579 European firms registered in the STOXX Europe 600 index. The authors used a longitudinal analysis for the period from 2002 through to 2011. Findings The results show that the monitoring role is more relevant for companies that are large, are operating at the mature and stagnant stages, have a dispersed ownership and are low-technology. However, the provision of resources role is more relevant for companies that are in the growth and stagnant stages, and have a concentrated ownership. Originality/value The traditional analysis that relates the board’s structure and composition to the board’s roles focuses on determining what board should be the best. It plays little attention to analyzing which organizational factors affect the importance and presence of monitoring or resource dependence roles. In this regard, this work adds significant insights to agency theory and resource dependence theory as, with a contingency framework, the research aims to find what functions the board needs to develop in order to get better firm performance.
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Nicholson, Gavin, and Cameron Newton. "The role of the board of directors: Perceptions of managerial elites." Journal of Management & Organization 16, no. 2 (May 2010): 204–18. http://dx.doi.org/10.1017/s1833367200002133.
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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.
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Nicholson, Gavin, and Cameron Newton. "The role of the board of directors: Perceptions of managerial elites." Journal of Management & Organization 16, no. 2 (May 2010): 204–18. http://dx.doi.org/10.5172/jmo.16.2.204.
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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.
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Evdokimova, Mariia. "Innovations Creation Process: CEO and Board of Directors Roles." Journal of Corporate Finance Research / Корпоративные Финансы | ISSN: 2073-0438 15, no. 4 (December 5, 2021): 88–101. http://dx.doi.org/10.17323/j.jcfr.2073-0438.15.4.2021.88-101.
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There are innovation creation process, innovations’ classifications, and measures considered in the paper. Recently focus on the literature moving from innovations relationship with financials to the role of people. This review considers board of directors group characteristics and CEO individual characteristics (the part of which impacts only firms from innovative industries) significant for innovation creation. The paper predicts investment in innovation, innovation outcome, and optimal for shareholders’ wealth board of directors’ type in dependence on CEO individual characteristics.
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Carretta, Alessandro, Vincenzo Farina, and Paola Schwizer. "Assessing effectiveness and compliance of banking boards." Journal of Financial Regulation and Compliance 18, no. 4 (November 16, 2010): 356–69. http://dx.doi.org/10.1108/13581981011093677.
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PurposeThis paper aims to develop a model to assess the effectiveness and compliance of bank boards, taking into account their unique characteristics, financial industry standards and regulations.Design/methodology/approachThe literature on the roles and effectiveness of boards and directors in the financial industry is reviewed.FindingsThe main finding in the literature suggests that evaluating the effectiveness of a board must include characteristics of the entire board as well as individual contributions of directors.Practical implicationsBanking boards, more than in the past, must proactively evaluate their effectiveness and compliance with existing rules.Originality/valueThe paper proposes a model for assessing the effectiveness and compliance of boards and directors of banking organizations, considering their characteristics, financial industry standards and regulations.