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Multiple board appointments and firm performance in emerging economies: Evidence from India

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  • Sarkar, Jayati
  • Sarkar, Subrata

Abstract

This paper extends the literature on multiple directorships, busy directors and firm performance by providing evidence from an emerging economy, India, where the incidence of multiple directorships is high. Using a sample of 500 large firms and a measure of "busyness" that is more general in its applicability, we find multiple directorships by independent directors to correlate positively with firm value. Independent directors with multiple positions are also found to attend more board meetings and are more likely to be present in a company's annual general meeting. These findings are largely in contrast to the existing evidence from the US studies and lend support to the "quality hypothesis" that busy outside directors are likely to be better directors, and the "resource dependency hypothesis" that multiple directors may be better networked thereby helping the company to establish more linkages with its external environment. Multiple directorships by inside directors are, however, negatively related to firm performance. Our results suggest that the institutional specificities of emerging economies like India could work in favor of sustaining high levels of multiple directorships for independent directors without necessarily impairing the quality of corporate governance.

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Bibliographic Info

Article provided by Elsevier in its journal Pacific-Basin Finance Journal.

Volume (Year): 17 (2009)
Issue (Month): 2 (April)
Pages: 271-293

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Handle: RePEc:eee:pacfin:v:17:y:2009:i:2:p:271-293

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

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Keywords: Multiple directorships Busy directors Firm performance;

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Cited by:
  1. Lee, Shih-Cheng & Lin, Chien-Ting & Chang, Pei-Ting, 2011. "An Ohlson valuation framework for valuing corporate governance: The case of Taiwan," Pacific-Basin Finance Journal, Elsevier, vol. 19(4), pages 420-434, September.
  2. Ahn, Seoungpil & Jiraporn, Pornsit & Kim, Young Sang, 2010. "Multiple directorships and acquirer returns," Journal of Banking & Finance, Elsevier, vol. 34(9), pages 2011-2026, September.
  3. Pramod, Kumar Naik & Krishnan, Narayanan & Puja, Padhi, 2012. "R&D intensity and market valuation of firm: a study of R&D incurring manufacturing firms in India," MPRA Paper 37299, University Library of Munich, Germany.
  4. Jayati Sarkar & Subrata Sarkar, 2010. "Auditor and Audit Committee Independence in India," Governance Working Papers 23024, East Asian Bureau of Economic Research.
  5. Emilia Peni, 2014. "CEO and Chairperson characteristics and firm performance," Journal of Management and Governance, Springer, vol. 18(1), pages 185-205, February.
  6. Marc Essen & J. Oosterhout & Michael Carney, 2012. "Corporate boards and the performance of Asian firms: A meta-analysis," Asia Pacific Journal of Management, Springer, vol. 29(4), pages 873-905, December.
  7. Jasmin Joecks & Kerstin Pull & Karin Vetter, 2013. "Gender Diversity in the Boardroom and Firm Performance: What Exactly Constitutes a “Critical Mass?”," Journal of Business Ethics, Springer, vol. 118(1), pages 61-72, November.
  8. Glenn Boyle & Glenn Boyle and Xu (Jane) Ji, 2011. "New Zealand Corporate Boards in Transition: Composition, Activity and Incentives Between 1995 and 2010," Working Papers in Economics 11/36, University of Canterbury, Department of Economics and Finance.

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