2015
DOI: 10.5901/mjss.2015.v4n1p283
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Board Characteristics and Firm Performance: Evidence from Nigerian Quoted Companies

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Cited by 21 publications
(28 citation statements)
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“…Also, Ironkwe and Adee (2014) found a positive and statistically significant relationship between board size and firm performance, in sample of 40 financial firms in Nigeria. Using Time series data from 166 firms quoted on the Nigerian Stock Exchange market from 2005 to 2012 in the Food and Beverages sector, Ilaboya and Obaretin (2015) found a similar result which showed a positive relationship between board size and corporate financial performance measured by PAT. The study reports a mean board size of 9 which is consistent with (Jensen, 1993).…”
Section: Board Size and Financial Performancementioning
confidence: 71%
See 2 more Smart Citations
“…Also, Ironkwe and Adee (2014) found a positive and statistically significant relationship between board size and firm performance, in sample of 40 financial firms in Nigeria. Using Time series data from 166 firms quoted on the Nigerian Stock Exchange market from 2005 to 2012 in the Food and Beverages sector, Ilaboya and Obaretin (2015) found a similar result which showed a positive relationship between board size and corporate financial performance measured by PAT. The study reports a mean board size of 9 which is consistent with (Jensen, 1993).…”
Section: Board Size and Financial Performancementioning
confidence: 71%
“…In contrast, other Nigerian studies (Kajola, 2008;Sanda et al, 2010;Akpan & Amran, 2014;Ironkwe & Adee, 2014;Ilaboya & Obaretin, 2015) and non-Nigerian studies (Adams & Mehran, 2012;Owusu, 2012) have found a positive relationship between board size and firm performance. Using a sample of 20 Nigerian listed firms from 2000 to 2006 measured by ROE, Kajola (2008) found a positive and statistically significant relationship.…”
Section: Board Size and Financial Performancementioning
confidence: 80%
See 1 more Smart Citation
“…(2015) , in their study, revealed the negative relationship between board diligence and firm performance and one of their recommendations was that the meetings should be more important and less frequent. This is believed is said to be supported by Lorsch and MacIver (1989) (as cited in the work of Ilaboya and Obaretin, 2015 ), of which their observation was that frequent meetings lead to the diversion of an organization's time, energy and resources into less productive activities. This observation is also supported by ( Mace, 1986 ; Useem, 2006 ; Johl et al., 2015 ; Ilaboya and Obaretin, 2015 ).…”
Section: Introductionmentioning
confidence: 88%
“…The board meeting is a medium set up for deliberations on key issues and matters amongst board members in order to make certain important decisions for the progress and growth of any organization. The diligence of board members is often measured on the board meeting attendance frequency by each of the board members ( Ghosh, 2007 ; Johl et al., 2015 ; Ilaboya and Obaretin, 2015 ). There is not slated governance law that determines the minimum amount of meetings to be attended by a board member as it were to the best of knowledge.…”
Section: Introductionmentioning
confidence: 99%