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Do Boards Affect Performance? Evidence from Corporate Restructuring

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Author Info

  • Tod Perry

    (Kelley School of Business, Indiana University)

  • Anil Shivdasani

    (Kenan Flagler Business School, University of North Carolina at Chapel Hill)

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    Abstract

    We examine the effect of board composition on the restructuring activities of a sample of 94 firms that experienced a material decline in performance. We document that firms with a majority of outside directors on the board are more likely to initiate asset restructuring and employee layoffs and that the reduction in the scale of operations is larger for these firms than firms without a majority of outside directors. We also find subsequent improvements in operating performance for firms with a majority of outside directors that restructure and conclude that board composition has a material impact on corporate performance.

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    Bibliographic Info

    Article provided by University of Chicago Press in its journal Journal of Business.

    Volume (Year): 78 (2005)
    Issue (Month): 4 (July)
    Pages: 1403-1432

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    Handle: RePEc:ucp:jnlbus:v:78:y:2005:i:4:p:1403-1432

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    Web page: http://www.journals.uchicago.edu/JB/

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    Cited by:
    1. Francis, Bill B. & Hasan, Iftekhar & Wu, Qiang, 2012. "Do corporate boards matter during the current financial crisis?," Review of Financial Economics, Elsevier, vol. 21(2), pages 39-52.
    2. Yuval Deutsch & Mike Valente, 2013. "Compensating Outside Directors with Stock: The Impact on Non-Primary Stakeholders," Journal of Business Ethics, Springer, vol. 116(1), pages 67-85, August.
    3. Cheng, Shijun, 2008. "Board size and the variability of corporate performance," Journal of Financial Economics, Elsevier, vol. 87(1), pages 157-176, January.
    4. Cheng, Shijun, 2008. "Perceived importance of corporate boards in October 1987," Finance Research Letters, Elsevier, vol. 5(3), pages 146-155, September.
    5. Easterwood, John C. & İnce, Özgür Ş. & Raheja, Charu G., 2012. "The evolution of boards and CEOs following performance declines," Journal of Corporate Finance, Elsevier, vol. 18(4), pages 727-744.
    6. Allen N. Berger & Thomas Kick & Klaus Schaeck, 2012. "Executive Board Composition and Bank Risk Taking," Working Papers 12004, Bangor Business School, Prifysgol Bangor University (Cymru / Wales).
    7. Kim, In Joon & Eppler-Kim, Jiyeon & Kim, Wi Saeng & Byun, Suk Joon, 2010. "Foreign investors and corporate governance in Korea," Pacific-Basin Finance Journal, Elsevier, vol. 18(4), pages 390-402, September.
    8. Renée Adams & Benjamin E. Hermalin & Michael S. Weisbach, 2008. "The Role of Boards of Directors in Corporate Governance: A Conceptual Framework and Survey," NBER Working Papers 14486, National Bureau of Economic Research, Inc.
    9. Oswald, Dennis & Young, Steven, 2008. "Share reacquisitions, surplus cash, and agency problems," Journal of Banking & Finance, Elsevier, vol. 32(5), pages 795-806, May.
    10. Aman, Hiroyuki & Nguyen, Pascal, 2008. "Do stock prices reflect the corporate governance quality of Japanese firms?," Journal of the Japanese and International Economies, Elsevier, vol. 22(4), pages 647-662, December.
    11. Fahlenbrach, Rüdiger & Low, Angie & Stulz, René M., 2010. "Why do firms appoint CEOs as outside directors?," Journal of Financial Economics, Elsevier, vol. 97(1), pages 12-32, July.
    12. John R. Graham & Sonali Hazarika & Krishnamoorthy Narasimhan, 2011. "Corporate Governance, Debt, and Investment Policy during the Great Depression," NBER Working Papers 17387, National Bureau of Economic Research, Inc.

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