Do Busy Boards Add Value to Standalone Firms relative to Business Groups?Evidence from India
AbstractWe investigate whether busy boards add more value to standalone firms compared to business group affiliated firms in India – an economy plagued with significant institutional voids. Using board composition data of the top 500 Indian firms spanning the period 2003 to 2006, we find that firm performance improves when its board changes from being a board with nonbusy outside directors to a board with busy outside directors. Furthermore, directors’ qualifications and experience determine their directorships and degree of busyness. We also find that firms affiliated with business groups exhibit a negative relationship to the number of busy outside directors.
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Bibliographic InfoPaper provided by Purdue University, Department of Consumer Sciences in its series Working Papers with number 1008.
Length: 32 pages
Date of creation: Feb 2011
Date of revision:
Institutional voids; business groups; corporate boards; board busyness; reputation;
Find related papers by JEL classification:
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- D82 - Microeconomics - - Information, Knowledge, and Uncertainty - - - Asymmetric and Private Information; Mechanism Design
- O16 - Economic Development, Technological Change, and Growth - - Economic Development - - - Financial Markets; Saving and Capital Investment; Corporate Finance and Governance
This paper has been announced in the following NEP Reports:
- NEP-ALL-2011-03-19 (All new papers)
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