The determinants of corporate board size and composition: An empirical analysis

Boone, Audra L.; Field, Laura Casares; Karpoff, Jonathan M.; Raheja, Charu G.

doi:10.1016/j.jfineco.2006.05.004

Cited by 1,366 publications

(967 citation statements)

References 33 publications

Supporting

Mentioning

842

Contrasting

Unclassified

Order By: Relevance

“…Although there is no optimum board size in practice, Jensen (1994) suggested that board should have maximum of 7 to 8 members. However, Bonne, Field, Karpoff and Raheja (2007) drawing from the views of other scholars, suggested that the size of corporate board is influenced by three factors. First, Bonne and his colleague were of the view that the size of board depends on the nature and complexity of operation of a firm.…”

Section: Board Sizementioning

confidence: 99%

Effect of Board Diversity on Corporate Governance Structure and Operating Performance: Evidence from the UK Listed Firms

Alabede

2016

AJAG

View full text Add to dashboard Cite

show abstract

Section: Board Sizementioning

confidence: 99%

Effect of Board Diversity on Corporate Governance Structure and Operating Performance: Evidence from the UK Listed Firms

Alabede

2016

AJAG

View full text Add to dashboard Cite

show abstract

“…one director is the CEO of another firm and vice versa) with 3 Other non-shareholders' rights governance practices implemented at the board level are no longer found to be conclusive regarding their impact on R&D: when information disclosure is a threat the use of small boards is supposed to be less costly to manage but empirical studies have given little support to this idea (Boone et al, 2007versus Zahra et al, 2000. Similarly, the hiring of "scientific" directors does not reduce agency costs in a conclusive way (Lacetera, 2001or Barker and Mueller, 2002versus Cockburn et al, 2000.…”

Section: Randd Decisions and The Defense Of Shareholders' Rightsmentioning

confidence: 99%

The impact of corporate governance practices on R&D efforts: a look at shareholders' rights, cross-listing, and control pyramid

Lhuillery¹

2011

Industrial and Corporate Change

View full text Add to dashboard Cite

The article considers the impact of multiple shareholder-oriented governance practices on R&D decisions. Based on a sample of 5528 firms belonging to 110 large French listed business groups, our results substantiate the idea that shareholder-oriented governance practices and a lower position in a control pyramid are better for R&D investment. The introduction of any additional shareholder oriented practice is found to result in more R&D. We show, however, that this Anglo-Americanization of the French corporate governance system is only partial.We provide evidence of the co-existence of an old French system of corporate governance with a hybrid model of corporate governance. The lack of concrete results on complementarity among shareholder-oriented governance practices casts doubt on the stability of this hybrid model in the French context. JEL classification: G34, O31, O32.

show abstract

“…The fact that board size has a positive association with the presence of female and foreign directors suggests that an increase in the board size can be an option to diversify the composition of the board. Earlier studies suggest that board size has a negative association with the market valuation of a company (e.g., Yermack, 1996), but more recent studies indicate that the optimal board size depends on various business characteristics and that the reduction of the board size does not assure better company performance (e.g., Boone et al, 2007;Coles et al, 2008;Linck et al, 2008;Wintoki et al, 2012). For some companies, the benefit of diversifying the board composition may outweigh the cost of increasing the board members.…”

Section: Resultsmentioning

confidence: 99%

What Types of Companies Have Female and Foreign Directors?

Morikawa

2014

SSRN Journal

View full text Add to dashboard Cite

This paper analyzes the determinants of the presence and the number of female and foreign directors among Japanese companies. First, listed and long-established companies, subsidiaries, and unionized companies tend not to have female directors. On the other hand, owner-managed companies are likely to have female directors and chief executive officers (CEOs). Company size and foreign shareholdings do not have significant relationships with the presence of female directors. Second, while some past studies in the United States and European countries find evidence of "tokenism," whereby female-led companies do not appoint additional females as directors, we do not find such evidence among Japanese companies. Third, while foreign-owned companies and companies engaged in overseas activities tend to have foreign directors, other company characteristics, such as size and listing status, do not have systematic relationships with the presence of foreign directors.

show abstract

The determinants of corporate board size and composition: An empirical analysis

Cited by 1,366 publications

References 33 publications

Effect of Board Diversity on Corporate Governance Structure and Operating Performance: Evidence from the UK Listed Firms

Effect of Board Diversity on Corporate Governance Structure and Operating Performance: Evidence from the UK Listed Firms

The impact of corporate governance practices on R&D efforts: a look at shareholders' rights, cross-listing, and control pyramid

What Types of Companies Have Female and Foreign Directors?

Contact Info

Product

Resources

About