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Evaluating Boards and Directors

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  • Geoffrey C. Kiel
  • Gavin J. Nicholson

Abstract

The challenge for boards is to prevent crises in the organisations they govern. Performance evaluation is a key means by which boards can recognise and correct corporate governance problems and add real value to their organisations. Our paper provides a practical introduction to board and director evaluations. We discuss the reasons for governance failures and how board evaluations can help prevent them from occurring. We then review the performance pressures facing boards and the benefits of board evaluations in meeting these pressures. Finally, we introduce our framework for a successful board and/or individual director evaluation, whatever the company type. In this framework, we suggest there are seven key questions to consider when planning a board evaluation and discuss each of these seven decision areas.

Suggested Citation

  • Geoffrey C. Kiel & Gavin J. Nicholson, 2005. "Evaluating Boards and Directors," Corporate Governance: An International Review, Wiley Blackwell, vol. 13(5), pages 613-631, September.
    • Handle: RePEc:bla:corgov:v:13:y:2005:i:5:p:613-631
    DOI: 10.1111/j.1467-8683.2005.00455.x
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    Cited by:

    1. Veltrop, D.B. & Hermes, C.L.M. & Postma, T.J.B.M. & de Haan, J., 2012. "A tale of two factions," Research Report 12001-HRM&OB, University of Groningen, Research Institute SOM (Systems, Organisations and Management).
    2. Isabel-María García-Sánchez & Luis Rodríguez-Domínguez & Isabel Gallego-Álvarez, 2013. "CEO qualities and codes of ethics," European Journal of Law and Economics, Springer, vol. 35(2), pages 295-312, April.
    3. Haan & Postma & Hermes & Veltrop, 2012. "A Tale of Two Factions: Exploring the Relationship between Factional Faultlines and Conflict Management in Pension Fund Boards," Research Report 12001-HRMOB, University of Groningen, Research Institute SOM (Systems, Organisations and Management).
    4. Mehdi Kazemi & Seyyed Babak Alavi, 2023. "Is context important for understanding board leadership? Exploring chairpersons’ leadership roles in board processes of subsidiary companies," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 27(3), pages 923-956, September.
    5. Saskia CRUCKE & Nathalie MORAY & Nathalie VALLET, 2015. "Some Internal representation and Factional Faultlines as Antecedents for Board Performance in Social Enterprises," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 86(2), pages 385-400, June.
    6. repec:dgr:rugsom:12001-hrmob is not listed on IDEAS
    7. Jacqueline Christensen & Pamela Kent & Jenny Stewart, 2010. "Corporate Governance and Company Performance in Australia," Australian Accounting Review, CPA Australia, vol. 20(4), pages 372-386, December.
    8. Rebecca Booth & Donald Nordberg, 2021. "Self or other: directors’ attitudes towards policy initiatives for external board evaluation," International Journal of Disclosure and Governance, Palgrave Macmillan, vol. 18(2), pages 120-135, June.
    9. Muhammad Imran Nazir & Muhammad Zulfiqar & Muhammad Bilal Saeed & Yasir Habib, 2016. "The Influence of Board Characteristics on Shareholders Assessment of Risk for Small and Large Firms: Evidence from Pakistan," International Journal of Economics and Financial Issues, Econjournals, vol. 6(2), pages 596-606.
    10. Pucheta-Martínez, María Consuelo, 2015. "El papel del Consejo de Administración en la creación de valor en la empresa," Revista de Contabilidad - Spanish Accounting Review, Elsevier, vol. 18(2), pages 148-161.
    11. María Consuelo Pucheta‐Martínez & Inmaculada Bel‐Oms & Lúcia Lima Rodrigues, 2020. "Does stakeholder engagement encourage environmental reporting? The mediating role of firm performance," Business Strategy and the Environment, Wiley Blackwell, vol. 29(8), pages 3025-3037, December.
    12. Romilda Mazzotta & Giovanni Bronzetti & Graziella Sicoli & Paolo Tenuta, 2018. "La valutazione del CdA in contesti ad elevata concentrazione proprietaria: mero conformismo o reale strumento di valutazione?," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2018(2), pages 107-128.
    13. Dong, Yizhe & Duan, Tinghua & Hou, Wenxuan & Liu, Yue (Lucy), 2019. "Athletes in boardrooms: Evidence from the world," Journal of International Financial Markets, Institutions and Money, Elsevier, vol. 59(C), pages 165-183.
    14. Saskia Crucke & Mirjam Knockaert, 2016. "When Stakeholder Representation Leads to Faultlines. A Study of Board Service Performance in Social Enterprises," Journal of Management Studies, Wiley Blackwell, vol. 53(5), pages 768-793, July.
    15. Jeremy Galbreath, 2010. "Corporate governance practices that address climate change: an exploratory study," Business Strategy and the Environment, Wiley Blackwell, vol. 19(5), pages 335-350, July.
    16. Albie Brooks & Judy Oliver & Angelo Veljanovski, 2009. "The Role of the Independent Director: Evidence from a Survey of Independent Directors in Australia," Australian Accounting Review, CPA Australia, vol. 19(3), pages 161-177, September.
    17. Vandebeek, Alana & Voordeckers, Wim & Lambrechts, Frank & Huybrechts, Jolien, 2016. "Board role performance and faultlines in family firms: The moderating role of formal board evaluation," Journal of Family Business Strategy, Elsevier, vol. 7(4), pages 249-259.
    18. Samara, Georges & Jamali, Dima & Lapeira, Maria, 2019. "Why and how should SHE make her way into the family business boardroom?," Business Horizons, Elsevier, vol. 62(1), pages 105-115.

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