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Corporate Boards and Company Performance: review of research in light of recent reforms

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  • David Finegold
  • George S. Benson
  • David Hecht

Abstract

Recent US corporate governance reforms introduced extensive regulations and guidelines for public corporations, particularly corporate boards. This article evaluates the extent to which empirical research on corporate boards and firm performance supports these reforms. Building on the meta-analysis conducted by Zahra and Pearce (1989 ), we review 105 studies published between 1989 and 2005. We find most of the practices mandated by the Sarbanes-Oxley Act of 2002, and the regulations issued by the New York Stock Exchange (NYSE) and the NASDAQ, had not been subject to prior study. Where board characteristics have been studied, we find limited guidance for policymakers on identifying governance practices that result in more effective firm performance. In an effort to increase the relevance of future research on boards and firm performance, we provide a framework on corporate boards. Copyright (c) 2007 The Authors; Journal compilation (c) 2007 Blackwell Publishing Ltd.

Suggested Citation

  • David Finegold & George S. Benson & David Hecht, 2007. "Corporate Boards and Company Performance: review of research in light of recent reforms," Corporate Governance: An International Review, Wiley Blackwell, vol. 15(5), pages 865-878, September.
  • Handle: RePEc:bla:corgov:v:15:y:2007:i:5:p:865-878
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    1. repec:kap:jmgtgv:v:22:y:2018:i:1:d:10.1007_s10997-017-9382-8 is not listed on IDEAS
    2. Fidanoski, Filip & Mateska, Vesna & Simeonovski, Kiril, 2013. "Corporate Governance and Bank Performance: Evidence from Macedonia," MPRA Paper 46773, University Library of Munich, Germany, revised Mar 2013.
    3. Yu, Mei & Ashton, John K., 2015. "Board leadership structure for Chinese public listed companies," China Economic Review, Elsevier, vol. 34(C), pages 236-248.
    4. Jacqueline Christensen & Pamela Kent & Jenny Stewart, 2010. "Corporate Governance and Company Performance in Australia," Australian Accounting Review, CPA Australia, vol. 20(4), pages 372-386, December.
    5. Jeremy Galbreath, 2016. "When do Board and Management Resources Complement Each Other? A Study of Effects on Corporate Social Responsibility," Journal of Business Ethics, Springer, vol. 136(2), pages 281-292, June.
    6. G. Tyge Payne & George S. Benson & David L. Finegold, 2009. "Corporate Board Attributes, Team Effectiveness and Financial Performance," Journal of Management Studies, Wiley Blackwell, vol. 46(4), pages 704-731, June.
    7. Windsor, Duane, 2009. "Tightening corporate governance," Journal of International Management, Elsevier, vol. 15(3), pages 306-316, September.
    8. repec:spr:ecogov:v:19:y:2018:i:1:d:10.1007_s10101-018-0201-8 is not listed on IDEAS
    9. Pieter-Jan Bezemer & Stefan Peij & Gregory Maassen & Han Halder, 2012. "The changing role of the supervisory board chairman: the case of the Netherlands (1997–2007)," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 16(1), pages 37-55, February.
    10. Weili Ge & Lloyd Tanlu & Jenny Li Zhang, 2016. "What are the consequences of board destaggering?," Review of Accounting Studies, Springer, vol. 21(3), pages 808-858, September.
    11. repec:arp:bmerar:2017:p:159-169 is not listed on IDEAS
    12. Low, Daniel C.M. & Roberts, Helen & Whiting, Rosalind H., 2015. "Board gender diversity and firm performance: Empirical evidence from Hong Kong, South Korea, Malaysia and Singapore," Pacific-Basin Finance Journal, Elsevier, vol. 35(PA), pages 381-401.
    13. Michel SEGUIN & Sylvie GUERRERO, 2010. "Le tandem président - directeur général au sein de coopératives financières canadiennes : la compétence du leadership," CIRIEC Working Papers 1005, CIRIEC - Université de Liège.

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