Supervisory quality of board and firm performance: a perspective of board meeting attendance

Lin, Ying‐Fen; Yeh, Yaying Mary Chou; Yang, Feng-ming

doi:10.1080/14783363.2012.756751

Cited by 62 publications

(71 citation statements)

References 14 publications

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“…The monitoring role of board of directors in corporations has received increasing attention by researchers and practitioners and has been a popular topic in the financial literature (Johnson et al, 1996;Lin et al, 2014). In that framework, the literature has mostly concentrated on the composition (e.g.…”

Section: Introductionmentioning

confidence: 99%

Multiple directorships and board meeting frequency: evidence from France

Baccouche

Hadriche

Omri

2014

Applied Financial Economics

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This article examines the relationship between multiple directorships of directors and board meeting frequency. Precisely, using an ordered probit model, we empirically investigated the effect of accumulation of outside directorships by directors on board meeting frequency. The research sample is composed of 90 nonfinancial French-listed firms that belong to the SBF 120 index, over the period 2008 to 2010. The results suggest that multiple directorships by board members are positively associated with board meeting frequency. So, the findings indicate that the accumulation of outside directorships by directors may motivate the board of directors to meet more frequently.

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Section: Introductionmentioning

confidence: 99%

Multiple directorships and board meeting frequency: evidence from France

Baccouche

Hadriche

Omri

2014

Applied Financial Economics

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“…Attending meetings is the primary opportunity for directors to acquire company information, interact with other board members, and monitor management decisions. Busy directors, who hold multiple board seats, may face tight time constraints and limited attention capacities (Jiraporna, Davidson, DaDalt, & Ning, 2009;Lin, Yeh, & Yang, 2014). Failure to attend meetings may limit the directors' ability to do their jobs effectively and may lessen their contribution to improve the firm's governance.…”

Section: Active Boards and Disclosure Qualitymentioning

confidence: 99%

Corporate governance and information transparency in Taiwan’s public firms: The moderating effect of family ownership

Liu

Valenti

Chen

2016

Journal of Management & Organization

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This study incorporates insights from both institutional and family socioemotional wealth perspectives with agency theory to examine the relationships among governance practices, family ownership, and information disclosure quality. Employing a sample of 516 publicly listed firms in Taiwan over a period of 5 years (2006)(2007)(2008)(2009)(2010), we found that high levels of board independence and board activity have a significant positive effect on disclosure quality. Further, family ownership positively moderated the relationship between board independence and disclosure quality. This relationship is stronger with a higher level of family ownership. The results support the institutional proposition that family-owned firms that pursue socioemotional wealth are more likely to promote information transparency to gain legitimacy and enhance their reputations with outside stakeholders.

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“…Ferris et al, (2003) finds that busy directors fail to fulfill board responsibilities. Firms with diligent directors perform better (Lin et al, 2014). Mallin and Michelon (2011) propose that board reputation attributes are important determinants of corporate social performance.…”

Section: Board Supervisory Qualitymentioning

confidence: 99%

“…Therefore, board attendance rate is a good indication of board diligence (Adams & Ferreira, 2012). Lin et al (2014) examine the relationships between board attendance and firm value and find that higher board attendance enhances higher firm accounting performance. This verifies that firms could view board attendance rate as an indication of board supervisory quality.…”

Section: Board Attendancementioning

confidence: 99%

“…Additionally, increased attention to nonfinancial risk and opportunity has caused boards to consider issues related to social and environment. A good corporate governance system can prevent managers from making poor social decisions (Xu et al, 2014) and board efficacy is the key to ensure responsible corporate governance and firm performance (Lin et al, 2014). Numerous studies demonstrate that board composition and director background contribute to corporate social performance (e.g.…”

Section: Introductionmentioning

confidence: 99%

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Does Board Supervisory Quality Enhance Corporate Social Performance?-Evidence from Taiwanese Listed Firms

Yeh

Hsieh²

2017

AJFA

Self Cite

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This study uses Taiwanese public firms as a sample to examine if board supervisory quality enhances CSP. The present study uses four proxies for supervisory quality of board at group level: board meeting attendance rate, number of board meetings, social capital of the board and average training hours of directors. We obtain 348 CSR data from an international CSR rating agent and match them with double size non-CSR firms. We find that CSR firms exhibit ISSN 1946-052X 2017 ajfa.macrothink.org 69 significantly higher board attendance rate, board meeting frequency and board social capital than non-CSR firms. For CSR firms, board attendance rate and board meeting frequency positively impact CSR ratings, implying that board diligence is essential to monitoring management to achieve higher social objectives. However, board social capital and training significantly but negatively impact CSP, implying busy board and inexperienced board detriments CSP. Asian Journal of Finance & AccountingBoard success in CSR means directors must be passionate about the issues on CSR. Additionally, firms that are behind social agenda need to recruit resourceful directors to diversify information base for advises about stakeholder issues and trends. Firms that have taken steps in CSR activities should not recruit overly busy directors or inexperienced directors. Our paper provides both theoretical and practical implications.

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Supervisory quality of board and firm performance: a perspective of board meeting attendance

Cited by 62 publications

References 14 publications

Multiple directorships and board meeting frequency: evidence from France

Multiple directorships and board meeting frequency: evidence from France

Corporate governance and information transparency in Taiwan’s public firms: The moderating effect of family ownership

Does Board Supervisory Quality Enhance Corporate Social Performance?-Evidence from Taiwanese Listed Firms

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