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Endogenously structured boards of directors in banks

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  • Pathan, Shams
  • Skully, Michael

Abstract

This paper examines the trends and endogenous determinants of boards of directors (board size, composition, and CEO duality) for a sample of 212 US bank holding companies, from 1997 to 2004. Overall, the results show that the costs and benefits of boards' monitoring and advising roles could explain bank board structures with caveats. For example, due to the regulatory nature and comparatively intensive scrutiny of bank officers and directors, it is argued that bank managers have less control over the directors' selection processes. Thus, bank board independence should not be the outcome of negotiation with CEOs. Consistent with this view, bank CEOs are found not to affect bank board independence. The trend analysis also provides some important results. In contrast to non-bank evidence, for instance, board size was discovered to decrease over the sample period for large and medium-sized banks, while board size remained relatively stable for small banks. These results are robust with respect to different estimation specifications. Furthermore, the study's findings have important policy implications for bank regulators and investors.

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Bibliographic Info

Article provided by Elsevier in its journal Journal of Banking & Finance.

Volume (Year): 34 (2010)
Issue (Month): 7 (July)
Pages: 1590-1606

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Handle: RePEc:eee:jbfina:v:34:y:2010:i:7:p:1590-1606

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Web page: http://www.elsevier.com/locate/jbf

Related research

Keywords: Board of directors Independent directors CEO CEO duality Endogenous Bank holding companies;

References

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Citations

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Cited by:
  1. Becher, David A. & Frye, Melissa B., 2011. "Does regulation substitute or complement governance?," Journal of Banking & Finance, Elsevier, vol. 35(3), pages 736-751, March.
  2. Berger, Allen N. & Kick, Thomas & Koetter, Michael & Schaeck, Klaus, 2011. "Does it pay to have friends? Social ties and executive appointments in banking," Discussion Paper Series 2: Banking and Financial Studies 2011,18, Deutsche Bundesbank, Research Centre.
  3. Cicero, David & Wintoki, M. Babajide & Yang, Tina, 2013. "How do public companies adjust their board structures?," Journal of Corporate Finance, Elsevier, vol. 23(C), pages 108-127.
  4. Wang, Tawei & Hsu, Carol, 2013. "Board composition and operational risk events of financial institutions," Journal of Banking & Finance, Elsevier, vol. 37(6), pages 2042-2051.
  5. Pathan, Shams & Faff, Robert, 2013. "Does board structure in banks really affect their performance?," Journal of Banking & Finance, Elsevier, vol. 37(5), pages 1573-1589.
  6. Howard Bodenhorn & Eugene N. White, 2013. "The Evolution of Bank Boards of Directors in New York, 1840-1950," NBER Chapters, in: Enterprising America: Business, Banks, and Credit Markets in Historical Perspective National Bureau of Economic Research, Inc.
  7. Stefanescu Cristina Alexandra, 2011. "Do Corporate Governance “Actors”’ Features Affect Banks’ Value? – Evidence From Romania," Studies in Business and Economics, Lucian Blaga University of Sibiu, Faculty of Economic Sciences, vol. 6(2), pages 136-150, August.

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