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Board Structure, Process and Performance: evidence from public-listed companies in Singapore


  • David Wan

    () (Human Resource Unit, NUS Business School.

  • C. H. Ong

    (NUS Consulting.)


Past literature in board research has centred on board structure and company performance. Over the years, empirical studies do not reveal a conclusive relationship between these two variables (Dalton and Daily, 1999. "Across the Board", March, 28-32). Until recently, the literature on board processes has been sparse. The reason for insufficient empirical work on board processes possibly is due to the difficulty of gaining access to boards. In this paper, we propose a conceptual model and tested the model on publicly listed companies in Singapore. Based on a sample of 212 company responses and 299 directors, we conclude that board structure does not affect board process while board process is related to board performance. In terms of individual parameters, effort norms, cognitive conflict and the presence and usage of skills are positively related to board roles and board transparency. Also, affective and process conflicts are negatively related to board roles and board transparency. Finally, board process does not mediate the relationship between board structure and board performance. Copyright Blackwell Publishing Ltd 2005.

Suggested Citation

  • David Wan & C. H. Ong, 2005. "Board Structure, Process and Performance: evidence from public-listed companies in Singapore," Corporate Governance: An International Review, Wiley Blackwell, vol. 13(2), pages 277-290, March.
  • Handle: RePEc:bla:corgov:v:13:y:2005:i:2:p:277-290

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    References listed on IDEAS

    1. Cadbury, Adrian, 2002. "Corporate Governance and Chairmanship: A Personal View," OUP Catalogue, Oxford University Press, number 9780199252008, June.
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    Cited by:

    1. Kang, Eugene & Ding, David K. & Charoenwong, Charlie, 2010. "Investor reaction to women directors," Journal of Business Research, Elsevier, vol. 63(8), pages 888-894, August.
    2. Sofi Mohd Fikri & Mohamed Hisham Yahya & Taufiq Hassan, 2017. "A Review on Agency Cost of Shariah Governance in Mutual Fund," International Journal of Economics and Financial Issues, Econjournals, vol. 7(1), pages 530-538.
    3. Lee, Janet, 2009. "Executive performance-based remuneration, performance change and board structures," The International Journal of Accounting, Elsevier, vol. 44(2), pages 138-162, June.
    4. Forbes, Daniel P. & Korsgaard, M. Audrey & Sapienza, Harry J., 2010. "Financing decisions as a source of conflict in venture boards," Journal of Business Venturing, Elsevier, vol. 25(6), pages 579-592, November.
    5. Yahya Ali Al-Matari & Abdullah Kaid Al-Swidi & Faudziah Hanim Bt Fadzil & Ebrahim Mohammed Al-Matari, 2012. "Board of Directors, Audit Committee Characteristics and Performance of Saudi Arabia Listed Companies," International Review of Management and Marketing, Econjournals, vol. 2(4), pages 241-251.
    6. Beate Elstad & Gro Ladegard, 2012. "Women on corporate boards: key influencers or tokens?," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 16(4), pages 595-615, November.
    7. Du, Yan & Deloof, Marc & Jorissen, Ann, 2015. "The Roles of Subsidiary Boards in Multinational Enterprises," Journal of International Management, Elsevier, vol. 21(3), pages 169-181.
    8. 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.

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