2009
DOI: 10.1111/j.1467-8551.2008.00591.x
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Making Boards Effective: An Empirical Examination of Board Task Performance

Abstract: Despite the increasing attention of management scholars to boards of directors, there is still scant evidence on the antecedents of board task performance. The lack of\ud \ud significant results seems to be due to some theoretical and methodological choices followed by scholars, i.e. the almost exclusive reliance on agency theory and the use of\ud \ud demographic data. Following the call for dismantling the fortresses dominating past studies, this paper contributes to opening the ‘black box’ of boards of direc… Show more

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Cited by 258 publications
(347 citation statements)
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References 99 publications
(210 reference statements)
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“…Similarly, when directors are less involved in strategic decision making, their characteristics have less impact on the strategic process (Kim et al 2009). Boards with high family involvement and low SIBD may not prioritize family control over short-term firm performance and may weaken the inclination toward parsimony (Zattoni et al 2015) and risk aversion (Minichilli et al 2009;Voordeckers et al 2007), thus decreasing the negative impact of family involvement on the board in the EO-firm performance relationship (see Figure 1).…”
Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning
confidence: 99%
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“…Similarly, when directors are less involved in strategic decision making, their characteristics have less impact on the strategic process (Kim et al 2009). Boards with high family involvement and low SIBD may not prioritize family control over short-term firm performance and may weaken the inclination toward parsimony (Zattoni et al 2015) and risk aversion (Minichilli et al 2009;Voordeckers et al 2007), thus decreasing the negative impact of family involvement on the board in the EO-firm performance relationship (see Figure 1).…”
Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning
confidence: 99%
“…This active role may be particularly relevant in corporate entrepreneurship, given that it is the result of active collaboration between directors and senior managers (Zahra et al 2009). This interaction aims to develop the business (Minichilli et al 2009), so the board focuses on not only controlling the strategy (Kim et al 2009) but also on cooperating with the TMT in strategy formulation and implementation (Machold et al 2011). …”
Section: Gender Diversity In the Board In The Eo-firm Performance Relmentioning
confidence: 99%
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“…They act to prevent the misappropriation of firm's resources and to mitigate opportunistic behaviour. Outside board members are expected to possess the necessary expertise and commitment to monitor managers' behaviour (Minichilli et al, 2009). In order to perform this monitoring task effectively, the directors should have the necessary expertise and objectivity that ostensibly mitigate the agency costs.…”
Section: Hypothesis 1 : Private Family Firms Are Less Likely To Demanmentioning
confidence: 99%
“…The board is the highest decision making body in the firm that aligns the interest of shareholders, board members, the firm, management and other stakeholders. It provides advice to and support to managers to improve and run the affairs of the firm (Minichilli, Zattoni and Zona, 2009). Ferrer and Banderlipe (2012) have posited that a board with greater accountability, honesty, expertise, integrity and ethical responsibility will ensure sustainability in business partnership between the company and its stakeholders.…”
Section: Responsibility Of the Boardmentioning
confidence: 99%