Chairman of the board: demographics effects on role pursuit

Kakabadse, Nada K.; Kakabadse, Andrew

doi:10.1108/02621710710726071

Cited by 52 publications

(36 citation statements)

References 45 publications

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“…Chair of the board (COB) is regarded as "minder of the CEO" and "mentoring of the CEO and executive management" (Kakabadse & Kakabadse, 2007). Role separation of CEO from COB influences the effectiveness of the board and the firm.…”

Section: Chair/ceo Dualitymentioning

confidence: 99%

Does gender diversity matter for green innovation?

2019

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This study empirically investigated the relationship between board gender diversity and firm's green innovation, using panel data of public companies of China's manufacturing. Green product innovation was assessed by “green” patents and green process innovation assessed by environmental management certification. The endogeneity problem that resulted from self‐selection of gender diversity was addressed by means of extended probit regressions with an instrumental variable, and the instrumental variable was elaborately constructed based on changes in directorships. The findings show that occurrence of green innovation at the firm‐level is systematically related to female board representation. Specifically, women can exert a sizable and positive effect on green innovation, once they enjoy at least two seats on the boards; a further increase in representation of women on the boards can increase the likelihood of green product innovation rather than the likelihood of green process innovation. These results were robust to various regression specifications and alternative samples. The study provides empirical evidence that women at the top management can play a positive role in developing firm's active environmental strategies, and the conclusions are of practical implications for improving corporate governance along the environmental dimension.

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Section: Chair/ceo Dualitymentioning

confidence: 99%

Does gender diversity matter for green innovation?

2019

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“…Scholars have observed that chairmen of boards perform their role(s) in a wide variety of ways in different board models (Kakabadse and Kakabadse 2007a;Stewart 1991). However, all board chairmen are responsible for: (i) the conduct and composition of the board (ii) determining the agenda of board meetings (iii) appointing and dismissing the CEO (iv) chairing the annual general meeting of shareholders and (v) ensuring that all board members have the necessary information to perform their job (Hill 1995;McNulty and Pettigrew 1999;Roberts and Stiles 1999).…”

Section: The Dutch Corporate Governance Systemmentioning

confidence: 99%

“…However, all board chairmen are responsible for: (i) the conduct and composition of the board (ii) determining the agenda of board meetings (iii) appointing and dismissing the CEO (iv) chairing the annual general meeting of shareholders and (v) ensuring that all board members have the necessary information to perform their job (Hill 1995;McNulty and Pettigrew 1999;Roberts and Stiles 1999). Furthermore, the chairman's responsibility to maintain a healthy bilateral dialogue with managing directors is often posited as critical to the effectiveness of boards of directors and their contribution to a firm's long-term survival (Kakabadse and Kakabadse 2007a).…”

Section: The Dutch Corporate Governance Systemmentioning

confidence: 99%

“…Whereas the influence of changing societal expectations on roles and structures at board level is fairly well-established, the consequences for the role of individual board members have received less scholarly attention. In this paper, we posit that, in particular, the chairman of the board of directors may be subject to changing role expectations, as he is most visible to the outside world (Kakabadse and Kakabadse 2007a;2007b;Roberts 2002). Given the chairman's responsibility for (i) counterbalancing the power of the CEO and (ii) the functioning of the board of directors (Hill 1995;McNulty and Pettigrew 1999), the changing role requirements might in fact have a far-reaching impact on the checks and balances within corporations.…”

Section: Introductionmentioning

confidence: 99%

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The changing role of the supervisory board chairman: the case of the Netherlands (1997–2007)

et al. 2010

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Over the last ten years, the corporate governance context in most Western countries has changed as a result of irregularities, increased regulation, heightened societal expectations and shareholder activism. This paper examines the impact of the changing context on the role of chairmen of supervisory boards in the Netherlands. Based on a combination of thirty semi-structured interviews with board members of leading Dutch corporations and secondary data on the position of supervisory board chairmen at the top-100 listed firms in the Netherlands, the study reveals that board chairmen have become increasingly involved in both their control and service roles. While the demographics (i.e., age, tenure, gender and nationality) of chairmen have hardly changed over the last decade, chairmen are spending considerably more time on boards and committees, have reduced the number of board interlocks and have become more active on the forefront of the corporate governance discussion. The paper highlights several implications for scholars and practitioners.

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“…For example, diversity of gender, age and race; percentage of executive v. non-executive members; chair/CEO duality; board size; number of meetings; information availability; and board member equity ownership (e.g., Jensen, 1993;Milliken and Martins, 1996). Furthermore, research in the UK and the Commonwealth countries -where the roles of the chair and the CEO are usually separated -has revealed more about the individual impact of the chair and the CEO on board effectiveness (Cadbury, 1992;Pettigrew and McNulty, 1998;Leblanc, 2004;Dahl, 2005;Kakabadse and Kakabadse, 2007).…”

Section: Better Self-management By the Boardmentioning

confidence: 99%

Governance tools for board members. Adapting strategy maps and balanced scorecards for directorial action

Sankaran

Iyer

2010

Current Issues of Business and Law

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The accountability of members of the board of directors of publicly traded companies has increased over years. Corresponding to these developments, there has been an inadequate advancement of tools and frameworks to help directorial functioning. This paper provides an argument for design of the Balanced Scorecard and Strategy Maps made available to the directors as a means of influencing, monitoring, controlling and assisting managerial action. This paper examines how the Balanced Scorecard and Strategy Maps could be modified and used for this purpose. The paper suggests incorporating Balanced Scorecards in the Internal Process perspective, 'internal' implying here not just 'internal to the firm' , but also 'internal to the inter-organizational system' . We recommend that other such factors be introduced separately under a new 'perspective' depending upon what the board wants to emphasize without creating any unwieldy proliferation of measures.Tracking the Strategy Map over time by the board of directors is a way for the board to take responsibility for the firm's performance. The paper makes a distinction between action variables and monitoring variables. Monitoring variables are further divided on the basis of two considerations: a) whether results have been met or not and b) whether causative factors 142 K. Sankaran, S. Iyer Governance tools for board members. Adapting strategy maps and ... have met the expected levels of performance or not. Based on directorial responsibilities and accountability, we take another look at how the variables could be specified more completely and accurately with directorial recommendations for executives.Keywords: board of directors, directorial accountability, business judgement rule, strategy maps, balanced scorecards. Valdymo įrankiai valdybos nariams: strateginių žemėlapių ir subalansuotos apskaitos pritaikymas vadovybės veiklai AnotacijaĮmonių, kurių akcijomis prekiaujama viešai, valdybos narių atskaitomybė laikui bėgant išaugo. Atsižvelgiant į šiuos pokyčius buvo sukurta daugybė priemonių ir sistemų, skirtų vadovams jų veiksmuose talkinti. Šiame straipsnyje pateikiami argumentuoti siūlymai vadovų veikloje pritaikyti ir panaudoti subalansuotą apskaitą ir strateginius žemėlapius, kurie galėtų tapti tinkamais įrankiais stebint, kontroliuojant ir remiant vadovų veiksmus. Autorius siūlo įtraukti subalansuotą apskaitą į vidinių procesų valdymo sritį ("vidinis" reiškia ne tik "vykstantis įmonės viduje", bet ir "vykstantis tarporganizacinės sistemos viduje"). Patariama kitus panašius veiksnius įtraukti atskirai į naują sritį atsižvelgiant į valdybos prioritetus, net ir nesukuriant daugybės sunkiai valdomų priemonių.Nuoseklus strateginių žemėlapių pildymas suteikia valdybai galimybę prisiimti atsakomybę už įmonės veiklos rezultatus. Straipsnyje skiriami veiksmo ir stebėjimo kintamieji. Stebėjimo kintamieji toliau skirstomi atsižvelgiant į šias sąlygas: a) ar buvo pasiekti planuojami rezultatai ir b) ar priežastiniai veiksniai atitiko planuojamus veiklos rezultatus. Atsižve...

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Chairman of the board: demographics effects on role pursuit

Cited by 52 publications

References 45 publications

Does gender diversity matter for green innovation?

Does gender diversity matter for green innovation?

The changing role of the supervisory board chairman: the case of the Netherlands (1997–2007)

Governance tools for board members. Adapting strategy maps and balanced scorecards for directorial action

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