The Sarbanes-Oxley Act of 2002: Has It Brought About Changes in the Boards of Large U. S. Corporations?

Valenti, A.

doi:10.1007/s10551-007-9503-4

Cited by 53 publications

(52 citation statements)

References 48 publications

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“…Reflecting a central debate in the principal-agent paradigm, proponents of increasing the numbers of women in board positions argue that diversity may have a positive impact on the board's monitoring and control function (Fondas, 2000;Erhardt et al, 2003;Francoeur et al, 2007;Valenti, 2008;Brammer et al, 2009). Fondas (2000 cites evidence that women are less likely to endorse CEO suggestions without substantial debate and that they exert more influence over managerial decision-making, and as women are frequently nonexecutive directors they add further objectivity to the board.…”

Section: Conceptual Themesmentioning

confidence: 99%

“…Fondas (2000 cites evidence that women are less likely to endorse CEO suggestions without substantial debate and that they exert more influence over managerial decision-making, and as women are frequently nonexecutive directors they add further objectivity to the board. Similarly, Valenti (2008) suggests that female board directors will place further checks on CEO power. Erhardt et al (2003) hypothesise that had embattled energy company Enron had a more diverse board, it may not have "…failed in its oversight function…Enron's board may typify some of the problems associated with a lack of diversity; namely, lack of conflict and lack of breadth of perspectives" (Erhardt et al, 2003, p 108).…”

Section: Conceptual Themesmentioning

confidence: 99%

“…Despite successful research into the effects of country-specific institutional arrangements in the corporate governance domain, The recent rise in the involvement of the state in the governance of business, and in particular the rise of legislation and corporate governance frameworks specifically encompassing the role of the corporate board of directors, suggests facets of the regulatory pillar are increasingly shaping board demography (Cahan and Wilkinson, 1999;Valenti, 2008). In particular, the gender profile of the corporate board has been scrutinised.…”

Section: National Level Institutions and Women Corporate Board Directorsmentioning

confidence: 99%

“…Legislation, corporate governance best practice and industry coercion have all influenced women's rate of board room participation and are examples of symbolic system carriers under the regulative pillar (Scott, 2003;Valenti, 2008). Legislation has influenced the gender composition of corporate boards directly and indirectly.…”

Section: National Level Institutions and Women Corporate Board Directorsmentioning

confidence: 99%

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Where Are All the Women? Institutional Context and the Prevalence of Women on the Corporate Board of Directors

Grosvold

2011

Business & Society

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This dissertation abstract and the reflection commentary present the work of Dr. Johanne Grosvold. The dissertation addresses the influence of institutional context on the prevalence of women on corporate boards of directors. The dissertation abstract explains the research questions, setting, and methods.The reflection commentary discusses the author’s views of research process as a junior scholar.

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Section: Conceptual Themesmentioning

confidence: 99%

Section: Conceptual Themesmentioning

confidence: 99%

Section: National Level Institutions and Women Corporate Board Directorsmentioning

confidence: 99%

Section: National Level Institutions and Women Corporate Board Directorsmentioning

confidence: 99%

See 2 more Smart Citations

Where Are All the Women? Institutional Context and the Prevalence of Women on the Corporate Board of Directors

Grosvold

2011

Business & Society

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“…Regarding board of directors' effectiveness, prior studies indicate an effective role for gender diversity in enhancing monitoring tasks and improving decisions quality (R. B. Adams & Ferreira, 2009;Nielsen & Huse, 2010;Valenti, 2008). Regarding earnings management, previous studies of Gavious, Segev and Yosef (2012), Peni and Vähämaa (2010) and Krishnan and Parsons (2008), provide evidence that firms with a higher number of women on the board are less likely to manipulate earnings.…”

Section: Introductionmentioning

confidence: 99%

Women in Board of Directors and Real Earnings Management: Accretive Share Buyback in Malaysia

Alquhaif¹,

Latif²,

Chandren³

2017

AJFA

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Gender diversity of boards and reporting of earnings are two most debated issues in the Asian Journal of Finance & Accounting ISSN 1946-052X 2017 ajfa.macrothink.org 49 corporate world. In this context, the paper explores how the presence of women directors on the corporate board influence real earnings management through accretive buyback programs. Using a sample of 601 firms' observations that engage in accretive share buyback from 2010-2015, the findings reveal that existence of women directors on the board is associated with less engagement in accretive share buyback activities. We further find that firms with a higher number of independent directors are less likely to practice real earnings management through accretive buyback programs. Our paper contributes to the debate on gender diversity on boards and its influence on the utilisation of accretive buyback programs as a tool to real earnings management.

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Recognition for Sustained Corporate Social Responsibility: Female Directors Make a Difference

Landry

Bernardi

Bosco

2014

Corp Soc Responsibility Env

113

128

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This study examines a sample of 341 corporations that were ranked in the Fortune 500 in all seven years from 2006 through 2012. We compiled data from multiple corporate recognition lists including the following: the Most Admired Companies, the Most Ethical Companies, the Best Companies to Work for, and the Best Corporate Citizens. Our findings indicate that the higher the percentage of women on a company's board of directors, the more likely the company is to appear on these lists. We also found that the average percentage of women directors for the listed companies was significantly higher than the average percentage of women directors for the companies that did not appear on any of these lists over the period from of the lists had a higher average representation of women (18.1% versus 14%) on their boards (t = 5.02, p < 0.0001, two-tailed test). Our results do not change if we compare overall percentages. Of the 15 385 directors for the 184 firms that appeared on one or more of the lists, there were 2786 female directors (18.1%) for the seven-year period. This compares to a female representation of 14.3% (1711/12 007) for the 157 corporations that did not appear any of the lists. The difference in the gross percentages (18.1% versus 14.3%) is significant (t = 5.37, p > 0.0001). Women on Boards and Social Responsibility

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The Sarbanes-Oxley Act of 2002: Has It Brought About Changes in the Boards of Large U. S. Corporations?

Abstract: corporate governance, boards of directors, Sarbanes-Oxley, board committees, board composition, board structure,

Cited by 53 publications

References 48 publications

Where Are All the Women? Institutional Context and the Prevalence of Women on the Corporate Board of Directors

Where Are All the Women? Institutional Context and the Prevalence of Women on the Corporate Board of Directors

Women in Board of Directors and Real Earnings Management: Accretive Share Buyback in Malaysia

Recognition for Sustained Corporate Social Responsibility: Female Directors Make a Difference

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