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  • Articles  (2)
  • Blackwell Publishing Ltd.  (2)
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  • Articles  (2)
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  • 1
    Electronic Resource
    Electronic Resource
    Does the Composition and Practice of Boards of Directors Bear Any Relationship to the Performance of their Companies? (2004)
    Oxford, UK : Blackwell Publishing Ltd.
    Corporate governance 12 (2004), S. 0 
    Details
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: Board composition data and evaluations about how listed-company boards actually performed in 1997 were related to the performance of their companies over the ensuing three years. Statistical analyses were conducted on the relationships between Board Composition, Practice and Potential in 1997 and subsequent Company Performance, based on measures of Cash Flow Return on Total Assets (CFROTA) and Sales Turnover. Hypotheses were formulated in relation to three theories of the board and to various principles of the Combined Code and recommendations of the Higgs Review. Most were not supported and the results generally provide scant support for the main theories of the board. Board practice on the tasks was generally not linked to company performance, whereas board potential was significantly related on six of the 16 tasks of the board. Possible explanations for these findings are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-8683.2004.00368.x
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  • 2
    Electronic Resource
    Electronic Resource
    The Role of the Non-executive Director: findings of an empirical investigation into the differences between listed and unlisted UK boards (2005)
    Oxford, UK : Blackwell Publishing Ltd.
    Corporate governance 13 (2005), S. 0 
    Details
    ISSN: 1467-8683
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Political Science , Economics
    Notes: This study, based on a comparison of the Combined Code Guidelines for non-executive directors between listed and unlisted boards, suggests that on unlisted boards non-executive directors have a greater degree of involvement in strategic development, financial monitoring, shareholder communication and overall board contribution than on listed boards, but a lesser degree of involvement in the monitoring of management, the setting of executive remuneration, the appointment and removal of executives, and succession planning. The importance of risk analysis and induction is considered high across both sectors, although board development and independence is considered less important on unlisted boards.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-8683.2005.00458.x
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    Paper (German National Licenses)
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