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Changing the corporate elite? : not so easy ; female directors' appointments onto corporate boards
Gregorič, Aleksandra; Oxelheim, Lars; Randøy, Trond; … - 2013
- introduce the cognitive and affective processes related to directors' identification with the traditional corporate elite as an … as a locus for the maintenance of the positive distinctiveness of the established corporate elite, we conjecture that new … board positions held by male directors who are not prototypical of the established elite. We also uncover how this …
Persistent link: https://www.econbiz.de/10010206901
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Board dynamics over the startup lifecycle
Ewens, Michael; Malenko, Nadya - 2020
Persistent link: https://www.econbiz.de/10012249143
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Managerial talent and managerial practices : are they complements?
Baltrunaite, Audinga; Bovini, Giulia; Mocetti, Sauro - 2021
Persistent link: https://www.econbiz.de/10012584988
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Netflix approach to governance : genuine transparency with the board
Larcker, David F.; Tayan, Brian - 2018
The hallmark of good corporate governance is an independent board of directors to oversee management. However, it is not clear that independent directors receive the information they need to make fully informed decisions on all key matters. Partly, this is due to an information gap, whereby...
Persistent link: https://www.econbiz.de/10011980147
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Does the market value professional directors?
Wahid, Aida Sijamic; Welch, Kyle - 2016
We examine professional directors—board members with no employment outside of serving as independent directors. We find that boards with a higher percentage of professional directors engage in more acquisitions, experience lower acquisition-announcement returns, and exhibit lower...
Persistent link: https://www.econbiz.de/10011646428
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From boardroom to C-suite : why would a company pick a current director as CEO?
Larcker, David F.; Tayan, Brian - 2017
Many observers consider the most important responsibility of the board of directors its responsibility to hire and fire the CEO. To this end, an interesting situation arises when a CEO resigns and the board chooses neither an internal nor external candidate, but a current board member as...
Persistent link: https://www.econbiz.de/10011870297
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Relative performance benchmarks : do boards follow the informativeness principle?
Ma, Paul; Shin, Jee-Eun; Wang, Charles C.Y. - 2018
Persistent link: https://www.econbiz.de/10011873666
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The structure of board committees
Chen, Kevin D.; Wu, Andy - 2016
Persistent link: https://www.econbiz.de/10011876824
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The importance of network recommendations in the director labor market
Fahlenbrach, Rüdiger; Kim, Hyemin; Low, Angie - 2018
Directors are more likely to obtain additional directorships, especially at prestigious firms, if the CEOs of their current boards are well-connected. Recommended directors do not become beholden to the CEO, as CEO compensation is unaffected and an analysis of appointment announcement returns...
Persistent link: https://www.econbiz.de/10011899609
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Why so few women on boards of directors? : empirical evidence from Danish companies 1997 - 2007
Parrotta, Pierpaolo; Smith, Nina - 2013
This paper analyzes the determinants of women on the boards of directors based on a panel sample of all Danish companies in the private sector with more than 50 employees. The share of women on the boards of directors was 12 percent in 2007 and has only slowly increased during the period...
Persistent link: https://www.econbiz.de/10010201307