Relevant bibliographies by topics / Board performance

Academic literature on the topic 'Board performance'

Author: Grafiati
Published: 4 June 2021
Last updated: 19 February 2023

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Journal articles on the topic "Board performance"

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Kuoppamaki, Miika. "Concepts of Board Performance: Review of Performance Metrics in Boards Research." Journal of Management and Strategy 9, no. 3 (June 20, 2018): 41. http://dx.doi.org/10.5430/jms.v9n3p41.

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This paper discusses concepts of board performance. Long traditions exist for using corporate financial metrics as indicators of board performance. I argue that a financial perspective alone is insufficient and sometimes misleading, and thus suggest addition of alternative measurement concepts.Arguments are based on analysis of extant research on boards and board directors. The concepts proposed in this paper are building on strategic review of board research articles in main international academic journals. I conclude from the research that board performance should be measured based on how boards are contributing to value creation. It was illustrated though the review that value creation takes place in intermediate steps and that board performance should be measure accordingly.
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Dato, Muluneh Hideto, Roy Mersland, and Neema Mori. "Board committees and performance in microfinance institutions." International Journal of Emerging Markets 13, no. 2 (April 16, 2018): 350–70. http://dx.doi.org/10.1108/ijoem-08-2016-0216.

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Purpose The purpose of this paper is to empirically relate subordinate board structures with improved financial and social performance in microfinance institutions (MFIs). Design/methodology/approach The research question is analyzed using a panel data from 23 MFIs in Ethiopia over a period of 2006-2011. Random effects panel data estimation is applied to analyze the link between board committees and MFI’s performance. Findings In MFIs with larger than average boards, the findings demonstrate significant ties between financial and outreach performance and how their boards are structured. The structure of board committees moderates the relation between board size and financial and outreach performance measures. Importantly, board committee benefits MFIs through better operational self-sufficiency, lower operating expenses, greater outreach to customers, and outreach to poorer customers using average loan size as the proxy. Practical implications Practitioners within microfinance sector, and those operating in advisory and regulatory roles to the sector could benefit from the argument advanced in the paper in that normative recommendation to restructure boards or establish committees requires reevaluating the board characteristics vis-à-vis the optimal monitoring, controlling, and advising needs of the institution. Originality/value Prior literature focuses on who sits on boards, how large are the boards, and how independent are they. This paper advances the understanding of the structure of board committees and how this may affect the performance of MFI. This approach provides better representation of director’s role and is thereby a good test of board effectiveness.
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Berezinets, Irina, Yulia Ilina, and Anna Cherkasskaya. "Board structure, board committees and corporate performance in Russia." Managerial Finance 43, no. 10 (October 9, 2017): 1073–92. http://dx.doi.org/10.1108/mf-11-2015-0308.

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Purpose The purpose of this paper is to investigate the link between board structure and performance of public companies in Russia – an emerging market with unique institutional background and a variability of corporate governance (CG) practices across its companies. Design/methodology/approach Panel data analysis was applied on a sample of 207 Russian companies that frequently traded in the Russian Trading System during the period 2007-2011, in order to test hypotheses on the relationships between board size, board independence, gender diversity, presence of board committees and financial performance, as measured by Tobin’s Q. Findings The results show a positive relationship between Tobin’s Q and the board’s gender diversity. The analysis demonstrates that smaller and bigger boards are associated with a greater Tobin’s Q value. Originality/value The findings provide additional evidence of how board structure is related to its effectiveness and corporate performance in countries with concentrated ownership, highly variable CG practices and a lack of proper implementation of corporate law and governance codes. The paper contributes to the existing empirical evidence on the advantages of small and large-sized boards and on gender diversity, and is the first investigating the relationship between Russian companies’ board committees and market-based performance. The results regarding board independence and committees suggest that these mechanisms are still not widely recognized for their role in CG and company performance in Russia.
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Grove, Hugh, Mac Clouse, and Tracy Xu. "Benchmarking boards of directors for better corporate governance." Corporate Board role duties and composition 16, no. 2 (2020): 8–18. http://dx.doi.org/10.22495/cbv16i2art1.

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The key question and major lessons learned in this research are that individual companies and their boards of directors could use the board director benchmarking information compiled in the Conference Board Report to assess their own boards of directors’ corporate governance practices. For an initial benchmarking approach, this paper compared a poor long-term market performance company (Grove & Clouse, 2019) with a strong long-term market performance company (Grove & Lockhart, 2019). The following benchmarked differences in the boards of directors of these two companies were key success factors for constellation: specific industry knowledge, younger directors, coaching/nurturing, involved roles, long-term compensation of directors, no board entrenchment, board assessment, and board committee rotation. The major sections of this paper are literature review, corporate board practices, benchmarking board of directors: poor long-term market performance example, benchmarking board of directors: strong long-term market performance example, conclusions, and future research. A major limitation of this paper, which could be investigated in future research, is to analyze benchmarked board categories to see if they help explain differences in comparative long-term market performances by many companies since companies and their markets are diverse.
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de Villiers, Charl, Vic Naiker, and Chris J. van Staden. "The Effect of Board Characteristics on Firm Environmental Performance." Journal of Management 37, no. 6 (June 23, 2011): 1636–63. http://dx.doi.org/10.1177/0149206311411506.

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This study investigates the relationship between strong firm environmental performance and board characteristics that capture boards’ monitoring and resource provision abilities during an era when the natural environment and the related strategic opportunities have increased in importance. The authors relate the proxy for strong environmental performance to board characteristics that represent boards’ monitoring role (i.e., independence, CEO-chair duality, concentration of directors appointed after the CEO, and director shareholding) and resource provision role (i.e., board size, directors on multiple boards, CEOs of other firms on the board, lawyers on the board, and director tenure). The authors provide evidence consistent with both theories of board roles. Specifically, consistent with their agency theory–driven predictions, the authors find evidence of higher environmental performance in firms with higher board independence and lower concentration of directors appointed after the CEO on the board of directors. Consistent with resource dependence theory, they show that environmental performance is higher in firms that have larger boards, larger representation of active CEOs on the board, and more legal experts on the board. Their findings are generally robust to a number of sensitivity analyses. These findings have implications for managers, firms, shareholders, and regulators who act on behalf of shareholders, if they are interested in influencing environmental performance.
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Nkundabanyanga, Stephen Korutaro, Venancio Tauringana, and Moses Muhwezi. "Governing boards and perceived performance of secondary schools." International Journal of Public Sector Management 28, no. 3 (April 13, 2015): 221–39. http://dx.doi.org/10.1108/ijpsm-10-2014-0135.

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Purpose – The purpose of this paper is to report the results of a study carried out to determine the effect of governing boards on the performance of Ugandan secondary schools. Specifically, the study investigated whether governing boards (board role performance, finance committee role performance, board size, frequency of board meetings and board finance expertise) have an effect on the perceived performance of the schools. Design/methodology/approach – This study is cross-sectional and correlational. Data were collected through a questionnaire survey of 271 schools out of which 200 responded. The data were analysed through ordinary least squares regression using Statistical Package for Social Scientists. Findings – The results suggest that board role performance, finance committee role performance, frequency of meetings and finance expertise of governing boards have a significant effect on the schools’ performance. Research limitations/implications – The authors measure some of the variables qualitatively and perceptively contrary to, for instance, the commonly used quantitative measures of performance, but process factors which are inherently qualitative in nature can better explain variances in secondary schools’ performance. Thus, in this study, the authors do not claim highly refined measurement concepts. More research is therefore needed to better refine qualitative concepts used in this study. The results too suggest that board and finance committee role performance and finance expertise of the board are more important for performance of a school than board size, and frequency of meetings which academics have been focusing on. These findings call for more research to validate the posited relationships. Practical implications – The results are important for governing board policy development; for example, in terms of prescribing the qualifications for schools’ governing board members and also finance committee board members. Originality/value – This study shows that one way to capture the influence of all governing boards’ roles including service role is to adopt a perception-based approach which asks respondents to what extent they think governing boards fulfil all their roles. Unlike previous studies which used proxies for board role performance such as proportion of non-executive directors and board size for monitoring and control and resource provision, the study incorporates proxies as well as perception-based measures of board role performance to determine if governing boards have a significant influence on the performance of Uganda secondary schools.
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Crow, Peter R., and James C. Lockhart. "How boards influence business performance: developing an explanation." Leadership & Organization Development Journal 37, no. 8 (November 7, 2016): 1022–37. http://dx.doi.org/10.1108/lodj-08-2014-0168.

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Purpose The purpose of this paper is to explore the relationship between boards and board activity and subsequent business performance, in the context of high-growth companies, through the lens of decision making and business performance. Design/methodology/approach A critical realist approach was used to conduct a longitudinal multiple-case study of two medium-sized, quasi-public high-growth companies. Data collection included first-hand observations of boards in session, semi-structured interviews with key actors and the inspection of board and company documentation. An iterative approach to analysis was used to gain an in-depth understanding of how the boards worked and how they sought to exert influence. Findings The paper provides empirical insight about board involvement in strategic management. A proactive involvement by boards in the strategy development process and assessment of strategic options, and a collaborative form of board involvement in strategic management together with management is indicated as being important if the board is to exert influence beyond the boardroom. A conceptual model of a collaborative form of board-management interaction is developed. Practical implications The paper provides guidance for boards, suggesting that a more direct level of involvement in strategic management by the board together with management may be material to improved business performance. Originality/value The paper responds to calls for more research on the relationship between boards and business performance. It contributes much-needed first-hand evidence from within the boardroom.
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Wang, Yi, and Antony Young. "Does firm performance affect board independence?" Corporate Board role duties and composition 6, no. 2 (2010): 6–19. http://dx.doi.org/10.22495/cbv6i2art1.

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This paper seeks to shed some light on the antecedents of board independence. Specifically, it attempts to test the conceptual frameworks which make different predictions about the effect of firm performance on the level of board independence. The results provide support for the perspective that appointing more independent members to the boards may merely represent firms’ attempts to comply with institutional pressures. It is found that higher blockholder shareholdings lead to lower independence on the board, and audit and remuneration committees. Moreover, larger firms have relatively more independent directors sitting on nomination and remuneration committees.
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McDonald, Heath, and Emma Sherry. "Evaluating Sport Club Board Performance: A Customer Perspective." Journal of Sport Management 24, no. 5 (September 2010): 524–43. http://dx.doi.org/10.1123/jsm.24.5.524.

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When assessing board performance, customers are often overlooked as a stakeholder group. Yet, dissatisfied customers have successfully acted to have boards removed, and we have seen this scenario occur repeatedly among professional sport organizations governed by boards. The purpose of this research was to identify the factors affecting customer perceptions of sport club board performance, and guide organizations in the management of those perceptions. After extensive qualitative research, over 20,000 season ticket holders (STHs) from 14 different professional sport clubs were surveyed. The results suggest that a combination of overt performance measures (e.g., profits) and subjective, nonfinancial measures (e.g., feelings of inclusion) are used by customers to assess sport boards. Overall perceptions of the board directly influence customer satisfaction, and are strongly correlated with on-field performance and customer inclusion, suggesting boards are perceived to have a role to play in both areas. Perceptions of board performance are, therefore, worth managing in a holistic manner, balancing strong financial and club management with a particular emphasis on inclusive practices.
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Eklund, Johan, Johanna Palmberg, and Daniel Wiberg. "Ownership structure, board composition and investment performance." Corporate Ownership and Control 7, no. 1 (2009): 120–30. http://dx.doi.org/10.22495/cocv7i1p11.

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This paper explores the relation between ownership structure, board composition and firm performance among Swedish listed firms. The descriptive statistics show that Swedish board of directors has become more diversified in terms of gender. The analysis shows that board size has a significant negative effect on investment performance. Gender diversity has a small but negative effect on investment performance, and the same holds for CEO being on the board. When incorporating all the explanatory variables into the same equation the negative effect of larger boards dilutes the effect of gender diversity and having the CEO on the board.
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Dissertations / Theses on the topic "Board performance"

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Farquhar, Stuart. "The impact of board processes on board role performance and effectiveness : an empirical study of UK listed companies." Thesis, University of Wolverhampton, 2011. http://hdl.handle.net/2436/209932.

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In this research the impact of board governance orientation and board processes on board role performance and board effectiveness is examined. Building on existing literature, a model that relates board governance orientation (agency, stakeholder, stewardship and resource dependency) and board processes (cohesiveness, cognitive conflict, affective conflict, communication quality, effort norms, trust and the use of knowledge & skills) to board effectiveness via three mediating variables, board control role, board service role, and board strategy role is developed. The model was tested through a survey of listed companies in the UK. The results are based on 74 companies. The findings show (a) the board undertakes two distinct roles, control and service; (b) process variables, most notably cognitive conflict and the use of knowledge & skills, significantly influence board effectiveness mediated by the board’s control and/or service role; (c) structural variables, specifically the proportion of outsiders on the board, impacts on the board control role; (d) understanding board effectiveness requires a multitheoretic perspective.
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Harris, Erica E. "University Board and Performance." Diss., Temple University Libraries, 2011. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/160965.

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Business Administration/Accounting
Ph.D.
This dissertation examines the impact of board of director characteristics and policies on nonprofit performance. Using data collected through a survey of nonprofit colleges and universities, I provide evidence that specific board member characteristics and board monitoring policies are vital in shaping both the financial and nonfinancial success of nonprofit institutions of higher education. Related to board characteristics, results indicate that bigger boards with more major donors are consistently associated with better performing organizations, confirming my board contribution hypothesis. These results are in addition to noteworthy relationships between nonprofit success and the number of meetings held by an organization as well as the impact of recruiting board members who serve on other nonprofit boards. In terms of board monitoring, findings confirm regulatory and advisory recommendations that the use of a conflict of interest policy, disclosure of business relationships, nominating and compensation committees are important aspects of board development in addition to longer board terms. These relationships confirm all three monitoring hypotheses, suggesting that board disclosures, organization, and independence all have an important impact on success when it is measured as organizational efficiency, one of the most studied and relied upon measures of performance in the nonprofit sector. This work makes important, initial forays into the relationships between board of director qualities and nonprofit performance. Although limited by the relatively small sample of colleges and universities, given the lack of public data available related to nonprofit boards, this study is unique in the ability to analyze nonprofit boards with both financial and nonfinancial performance measures.
Temple University--Theses
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Van, Heerden Lodewyk. "Corporate governance - appraising board performance." Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/50305.

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Thesis (MBA)--Stellenbosch University, 2005.
ENGLISH ABSTRACT: Picture the scene: It's Monday morning and the main article in Business Day is headlined ·Company X Board is under investigation for not diclosing the truth about its financial wellbeing". In recent times life has been very messy and difficult for many boards, but many of them are in a better position to direct their organisation and to add real shareholder value. A sequence of events triggered board changes in organisations. Many boards have realised over the last few years that the rules for direction-giving have changed. The need for accountability is high, the status quo needs to be challenged and sound strategic thinking is critical in their decision-making. Boards need to establish a performance culture with the correct people, equipped with the necessary competencies and capabilities. Leading shareholders demanded board appraisals to evaluate the continuous underperformance of board structures and processes. Some of the questions asked are, if the board is effective as a group to meet the organisation's purpose and if they can monitor the external and internal environment effectively. It is also asked whether the skills and competencies of individual members are sufficient to enable them to fulfill their risk assessment and decision-making director roles sufficiently. Board members must understand their roles to evaluate their personal development and board needs. Boards must ensure a process for appropriate development plans for their individual directorial duties. They need to define which essential strategic decisions are made during the various administrative and information sharing meetings. The annual cycles of boards are important, as is the need to check that all accountabilities are on track. This feedback does not merely concern financial matters. It is important to evaluate strategic decisions to ensure that they are carefully measured against the targets set at the beginning of the year. Many boards have adopted a triple bottom line approach, measuring their financial performance, physical environment and social responsibility reports against agreed targets. These targets need to be incorporated in a board scorecard which will graphically depict the board's value-adding activities. These scorecards will give any board an indication of its effectiveness. Boards have accepted evaluation processes and have gone through a steep learning curve in developing and implementing them. There are numerous approaches to evaluate board performance. Each board must decide whether it is better to do a peer level evaluation, outside evaluation or follow the bottom-up approach. Formal board evaluations have given boards more credibility and have helped to identify gaps in the development of board members. Boards must be developed to become more competent at direction-giving, ultimately in order to contribute to the effectiveness of the organisation. Boards must continue to drive the organisation ahead, while keeping it under control. Board members must realise that their ultimate tests are business effectiveness, in that they must add shareholder value to the balance sheet, and business efficiency, referring to the improvement realised on the profit and loss accounts.
AFRIKAANSE OPSOMMING: Stel jouself voor : Dit is Maandagoggend en die hoofartikel in Business Day is as volg: "Daar is 'n ondersoek gelas na Maatskappy X se kredietwaardigheid rakende hulle finansiele welstand." Direksies oor die laaste paar jare was in 'n warboel. Ons vind tans dat organisasies beter gelei word en dat welvaart geskep word vir alle aandeelhouers. Heelwat faktore het aanleiding gegee dat direksies verander het. Die reels om leiding te gee het verander: direksies moet meer aanspreeklikheid neem, die status quo word meer bevraagteken en goeddeurdagte strategiese denke is almal bydraende faktore. Direksies moet streef om 'n prestasie-kuItuur te vestig met lede wat oor die nodige vaardighede en vermoens beskik. Aandeelhouers dring aan dat direksies se prestasie beoordeel moet word. Tipiese vrae wat gevra word is: is die direksie effektief as 'n groep om die organisasie se primere doel na te streef en kan hulle die interne en eksterne faktore effektief monitor? Individuele direksielede moet oor die nodige bevoegdhede beskik om voldoende risk-analise en direksie-besluitnemings uit te voer. Direksielede moet hulle onderskeie ontwikkelingsrolle verstaan. Dit moet duidelik gedefinieer word watter kritiese strategiese besluite word by watter vergaderings geneem. Jaarlikse siklusse vir direksies is belangrik, dit stel hulle in staat om te evalueer of al die strategiese besluite wat geneem is, uitgevoer is teenoor die ooreengekome doelwitte. Direksies evalueer meestal hulle finansiele prestasie, fisiese omgewing en sosiale verantwoordelikheid teenoor ooreengekome doelwitte. Hierdie doelwitte word meestal ingesluit in die organisasie se telkaart. Die doel van die telkaart is om vir direksies 'n aanduiding te gee of hulle effektief is of nie. Baie direksies het een of ander vorm van evaluasie geimplimenteer. Daar is verskeie benaderings om direksie-prestasie te evalueer. Elke direksie moet self besluit watter benadering is die mees geskikte - eksterne evaluering of "peer to peer" evaluering. Formele evaluering gee meer kredietwaardigheid aan die proses en help ook met die identifisering van ontwikkelingsmoontlikhede. Direksies moet fokus op ontwikkeling sodat hulle meer bevoeg kan raak om beter leiding te gee in die organisasie. Direksies moet onthou dat die bepalende toets is besigheideffektiwiteit, waar aandeelhouer-waardetoevoeging gemeet word en of daar verbeterde besigheidsdoeltreffendheid op die wins en verliesrekening is.
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Adeel, Umer, Francisca Fonkeng Awung, and Mehwish Haider. "Board composition and CSR performance is Swedish Listed firms : Board insiders, ownership concentration and CSR performance." Thesis, Linnéuniversitetet, Institutionen för nationalekonomi och statistik (NS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96228.

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It is no longer surprising that attention paid to corporate social responsibility (CSR) has increased lately, which could be due to the fact that firms action have negative or positive impacts on their stakeholders–employees, customers, investors, suppliers and community. It is the board responsibility to ensure firms pay attention to CSR matters, therefore, board composition will relatively play significant role in CSR implementation. However, prior studies have focus on board diversity, female proportion and independent directors and paid very little attention to inside board member and CSR. In order to study inside board member and CSR, the study found it interesting to look at the institutional norms of Swedish because different institutions structure board different and as such would likely influence CSR differently. The study therefore, focus on ownership concentration, employees representative director (ERD),  and CEO presence on board and found out that firm with ownership concentration and also firms having CEO on board have negative relationship with CSR, meanwhile ERD have a positive relationship with social responsibilities.  According to the findings in general board comprises of insiders have negative relationship with overall CSR (economic, governance and environmental concern) meanwhile strictly independent directors (of management, CEO, major shareholders, and firm) and female proportion have significant relationship with CSR.
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Homan, Rick. "Dutch board diversity and firm performance." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-316589.

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This study extends previous research on the effects of executive board diversity by examining the relationship between age-, gender- and nationality diversity on firm performance in the Netherlands. Based on a sample of 79 Dutch listed firms studied over the period 2010-2015, this study reports a positive link between board diversity and firm performance. Firm performance is, hereby, estimated using a forward-looking market performance measure (Tobin’s Q) and a backward-looking accounting measure (ROA).
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Nasonenko, Angelina. "Female board members and corporate performance." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-194101.

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The purpose of this thesis is to investigate the relationship between female representation on boards of British FTSE 100 companies and their corporate performance. The theoretical section sets the foundation for the initial hypotheses that there is a positive relationship between the percentage of women on corporate boards and a firm's profitability, measured as ROE and ROIC. The methodological part establishes an analytical framework to test these hypotheses utilizing the so-called 'quartile approach'. The FTSE 100 companies are categorized into quartiles in accordance with their respective percentage of female directors and subsequently, the average values of ROE and ROIC are calculated for each quartile and compared between each other. The research in the practical part of the thesis shows that profitability varies significantly when comparing the least and most gender diverse FTSE 100 boards. The aim of the thesis was reached by proving the positive correlation between the percentage of female board members and profitability, validated by sensitivity and statistical analyses.
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Kim, Gicherl. "Three-dimensionally interconnected optical backplane for high performance board-to-board interconnects /." Full text (PDF) from UMI/Dissertation Abstracts International, 2000. http://wwwlib.umi.com/cr/utexas/fullcit?p3004304.

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Hoye, Russell, and n/a. "Board Performance of Australian Voluntary Sport Organisations." Griffith University. School of Leisure Studies, 2002. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20030304.090329.

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The governance of Australian nonprofit voluntary sport organisations (VSOs) was once almost the exclusive domain of volunteers. However, changes in government policy and funding levels in recent years has led to the introduction of professional staff in these organisations. Rapid changes to the political, social and economic environment have created new complexities with which VSOs and their governing boards must grapple. Boards act as the main decision making body for these organisations, and as such have a significant impact on the governance of these organisations, and therefore their ability to deliver services. While the process of professionalisation within VSOs has been well documented, very little research has examined factors that may influence the ability of the boards of VSOs to perform effectively. The fields of nonprofit governance and sport management provided a theoretical and conceptual framework for the investigation of the board performance of VSOs. Two broad themes concerning research into board performance were identified in the nonprofit literature; the structural characteristics of the board, and board-executive relations. These two themes have also been addressed to a limited extent within the sport management literature, but not in relation to board performance. The purpose of this study was to investigate the relationship between board performance, board structures and board-executive relations in Australian VSOs. The study investigated the differences in board structure between effective and ineffective boards, and the relationship between board performance and various elements of board structure, specifically complexity, formalisation and centralisation. The differences in the nature of board-executive relations between effective and ineffective boards, and the relationship of board performance to board-executive relations were also investigated. The sampling frame for the study was state governing bodies of sport in the state of Victoria, Australia. Seven case organisations were identified by a panel of experts; four exhibiting effective board performance and three exhibiting ineffective board performance. Data were collected through structured interviews with executives, from an examination of board documents, from a self-administered questionnaire of executives, board chairs and board members, and through semi-structured interviews with executives, board chairs and board members. Data were collected on board performance, the complexity, formalisation and centralisation of the boards, power patterns within the boards, and the nature of board-executive relations. Data analysis involved both quantitative and qualitative techniques. It was concluded that effective board performance was related to a higher level of board centralisation and associated with a higher level of board formalisation. Board performance was not related to board complexity. Board power patterns that were perceived to be powerless or fragmented were related to lower levels of board performance. Elements of the board-executive relationship that were related to effective board performance were identified as establishing trust between the board and executive, the control of information by the executive, shared board leadership and the responsibility for board performance. Importantly, the study identified the central role executives have in determining the ability of VSO boards to perform effectively. The study contributed to the body of knowledge concerning the governance of VSOs, specifically the measurement of board performance, and the investigation of its relationship with board structure and board-executive relations. A number of questions were advanced for the development of theory and empirical investigation through further research. The study also extended what is known about the models of nonprofit governance and their utility in explaining the workings of VSO boards. The findings of this study suggest that there is a need to adapt such models to the organisational context of member-based organisations such as VSOs.
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Pastra, Aspasia S. "Board of directors' dynamics, board effectiveness and organisational performance : the case of Nordic region." Thesis, Brunel University, 2017. http://bura.brunel.ac.uk/handle/2438/15791.

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The thesis aims to explore the effect of team dynamics on team and organisational outcomes. Dynamics is a broad term that encompasses all the processes and attitudes that exist between team members and influence the direction of team's performance. Trust, conflict and behavioural integration comprise psychological facets of teamwork and are amongst the most common dynamics of a team. The current study aims to shed light on the perceptions of board members about the level of conflict, trust and behavioural integration during board meetings, which comprise the most critical forum of the group. Trust, conflict and behavioural integration are the primary attitudes, behaviors, and cognitions that arise within the board and encompass the core aspects of teamwork. There is a gap in the literature for examining the role of social-psychological processes and interactions between the board members because access to the boardroom is difficult and the researchers are forced to turn their attention on secondary data and proxies for board behaviors. Although that board of directors is an upper echelons group of executives who can ensure the long-term survival of the organisations, there is scarce of research in studying boards from a team perspective. Until today, we have limited knowledge of team processes, such as conflict, both inside the boardrooms and in the context of strategy implementation. The literature review in this thesis is drawn from multiple disciplines, including management, psychology and sociology, which enable us to gain a deep understanding of team's dynamics. The methodology has been based on a positivist approach since the focus is centered around the data collection process and the statistical interpretation of the findings. Primary data was collected from board members in Nordic countries, namely Denmark, Finland, Sweden, Iceland and Norway. The data was collected with the use of survey method and the findings are based on 186 usable responses. The Nordic corporate governance model remains still the less known outside the Nordic region (Thomsen, 2016) but this thesis postulates that valuable lessons can emanate from its study. The study of the Nordic model could give us useful lessons for the roles of the board and the structure of their organisations. The statistical analysis of the model involved: Descriptive Analysis, Exploratory Factor Analysis (EFA), Confirmatory Factory Analysis (CFA) and Structural Equation Modeling (SEM). The results of this thesis provide theoretical and managerial recommendations for achieving superior board performance. The importance of the role of the Behavioural Integration inside the boardroom is underlined as a significant finding of this study. Moreover, the role of Trust in the board context raises some important questions about its priority since there may be other processes or dynamics which present more clear-cut results on board effectiveness. Furthermore, the deleterious effects of conflict have been underlined. It is also underlined that in this competitive era boards should go beyond fiduciary responsibilities to a more strategic role on a broader range of matters With the exception of a few studies, researchers still to move inside the "black box" of the upper echelons processes and understand how the executives in the board interact. Building a strong board of directors requires a focus beyond demographic characteristics to board interactions. The most effective boards have the strongest board dynamics and are characterized by openness, teamness and collaborative behaviour. The power of the board comes from the ability of the directors to effectively work together and hopefully the current study contributes substantially to the corporate governance field and the way that team processes affect team outcomes.
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Wei, Gang. "Board of directors and corporate performance in China." Thesis, Cardiff University, 2005. http://orca.cf.ac.uk/55581/.

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The purpose of this study is to examine the relationship between board of directors (BoD) and corporate performance in China. In particular, it attempts to identify the effects of four attributes of BoD board composition, characteristics of directors, board structure and board process on the financial performance of Chinese listed companies. A large number of empirical studies have examined the correlation between BoD and corporate performance. Few previous studies have examined the effects of BoD on both direct shareholder wealth and company financial performance. Moreover, little attention has been paid to this topic in a Chinese context. Owing to special ownership structure of listed companies, agency problems have recently received more and more attention in China from the academics and policy makers. As noted by Qian (1995) and Firth et al. (2003), agency problems in China are potentially more serious than in the West. Therefore, this study mainly employs agency theory to examine the effects of the BoD on corporate performance. It is utilised, together with other theories, such as resource dependence theory, to develop testable hypotheses and discuss the results. This study finds that there is relatively limited evidence that board independence has significantly positive impacts on corporate performance. In particular, it finds that there is non-linear relationship between board independence and firm performance. There is no negative relation between the proportion of affiliated directors on board and firm current or future performance. In addition, there is no significantly negative correlation between board size and firm current performance. In particular, there is no non-linear relationship between board size and corporate performance. There is no confirmative evidence that stock ownership and cash compensation of independent directors have any positive effects on corporate financial performance. However, there is strong evidence that firm performance depends crucially on the interaction between the magnitude of cash compensation of independent directors and the size of them on board. Also there is no evidence that the incentives of independent directors have any curvilinear effects on current performance. There is no evidence of significantly positive or negative correlation between age and primary occupation of independent directors and firm performance. However, I find that the presence of overseas independent directors has significantly positive impacts on corporate performance. Interestingly, there is a significantly negative correlation between the proportion of female independent directors and corporate performance. There is no clear evidence that CEO duality has any negative impact on current financial performance, which rejects the hypothesis H5. Furthermore, there is a significantly negative relationship between multi-directorship and firm performance. In addition, there is limited evidence that auditing committee has a significantly positive impact on corporate performance. There is no significantly positive correlation between the frequency of board meeting and firm financial performance. However, there is strong evidence that firm performance depends crucially on the interaction between the frequency of board meetings and the size of independent directors appointed. In particular, there is confirmative evidence that frequency of board meeting has curvilinear effect on firm performance. There is no clear evidence that the proportion of directors appointed by government agents control shareholders has a negative impact on corporate performance. However, there is a significantly negative correlation between the proportion of directors appointed by SOE control shareholders and company performance. Furthermore, the relationship between the proportion of directors appointed by SOE control shareholders and company performance is non-linear. The dissertation makes several important contributions to the corporate governance literature. In addition, this study also has implications for policy makers insofar as it offers empirical evidence concerning effectiveness of Chinese BoD in improving financial performance of listed companies. The findings of this study can help the authorities to reform the corporate governance system.
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Books on the topic "Board performance"

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Effective school boards: Strategies for improving board performance. San Francisco: Jossey-Bass Publishers, 1999.

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Tennessee. Division of State Audit. Performance audit, Board of Paroles. [Nashville, Tenn.] (State Capitol, Nashville 37243-0264): State of Tennessee, Comptroller of the Treasury, Dept. of Audit, Division of State Audit, 1995.

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Montana. Legislature. Office of the Legislative Auditor. Montana Coal Board: Performance audit. Helena, Mont. (Rm. 135, State Capitol, Helena 59620): The Office, 1986.

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Coopers & Lybrand (Firm), ed. Reporting financial performance. London: Coopers & Lybrand, 1992.

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Pennsylvania. General Assembly. Legislative Budget and Finance Committee. Pennsylvania Liquor Control Board: Performance audit. Harrisburg, PA (P.O. Box 8737, Harrisburg 17105-8737): The Committee, 1992.

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Pennsylvania. General Assembly. Legislative Budget and Finance Committee. Performance audit: Dog Law Advisory Board. Harrisburg, Pa: Legislative Budget and Finance Committee, 1992.

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Pennsylvania. General Assembly. Legislative Budget and Finance Committee. Performance audit: State Board of Accountancy. Harrisburg, PA: Legislative Budget and Finance Committee, 1993.

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Kadir, Syed Muhamad Abdul. Board of directors and organizational performance. New York: Garland, 1991.

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Tennessee. Division of State Audit. Performance audit: Tennessee Board of Regents. [Nashville]: The Division, 1996.

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Colorado. Office of State Auditor. Discretionary parole, State Board of Parole, performance audit. Denver, Colo: Office of State Auditor, 2008.

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Book chapters on the topic "Board performance"

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Lindgren, Ulf. "Boosting peak performance." In All Above Board, 123–40. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137264268_9.

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Pham, Nga, and Kok-Boon Oh. "Qualitative Findings: M&A Motivations and Performance Drivers." In State on Board!, 133–60. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-3525-0_6.

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Pham, Nga, and Kok-Boon Oh. "State Control, Corporate Governance and M&A Performance." In State on Board!, 189–220. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-3525-0_8.

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Bain, Neville, and Bill Mabey. "Improving the Performance of the Board." In The People Advantage, 195–211. London: Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-14939-1_12.

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Hyrynsalmi, Sami, Arho Suominen, Jukka Ruohonen, Marko Seppänen, and Antero Järvi. "Knitting Company Performance and Board Interlocks." In Lecture Notes in Business Information Processing, 67–81. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-69191-6_5.

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Mahatale, Yogesh V., Dnyaneshwar V. Tathod, and Vishal K. Chavan. "Performance of Reversible Mold Board Plow." In Emerging Technologies in Agricultural Engineering, 137–63. Waretown, NJ : Apple Academic Press, 2017.: Apple Academic Press, 2017. http://dx.doi.org/10.1201/9781315366364-6.

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Singh, Shveta, and Monika Singla. "Performance Enhancement Effect of Board Independence." In India Studies in Business and Economics, 107–26. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-2460-6_5.

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Pham, Nga, and Kok-Boon Oh. "Quantitative Findings on the Impacts of State Ownership on M&A Performance." In State on Board!, 161–88. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-3525-0_7.

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Barla, Giovanni. "ISRM Board and Council Meetings." In Prediction and Performance in Rock Mechanics and Rock Engineering, 1613–16. London: Routledge, 2022. http://dx.doi.org/10.1201/9780203742334-23.

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Karoui, Lotfi, Coral Ingley, Wafa Khlif, and Sabri Boubaker. "Enhancing the Board’s Monitoring Performance in SMEs." In Board Directors and Corporate Social Responsibility, 60–81. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230389304_4.

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Conference papers on the topic "Board performance"

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Park, Shinyoung, Hyesoo Kim, Jonghoon Kim, Joungho Kim, Unho Kim, Jungmin Park, and Yuckhwan Jeon. "Signal integrity analysis of high-speed board-to-board floating connectors for automotive systems." In 2017 IEEE 26th Conference on Electrical Performance of Electronic Packaging and Systems (EPEPS). IEEE, 2017. http://dx.doi.org/10.1109/epeps.2017.8329718.

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Água, Pedro B., and Anacleto Correia. "Information governance: The role of information architecture for effective board performance." In Corporate governance: A search for emerging trends in the pandemic times. Virtus Interpress, 2021. http://dx.doi.org/10.22495/cgsetpt2.

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Among the growing demands in corporate governance is better decision-making. The best board dynamics and focus on substantive business issues do not ensure effective boards functioning. Better decision-making implies the availability of quality information in adequate amounts. Better information does not exist on its own, it is necessary to design adequate information architectures in order to gather such information for effective board decision-making. Relying on solid information sources fosters awareness and lies the grounds for a better information architecture, so directors can do their job in a more effective and efficient way. What, why, how and where questions shall be raised in order to reach such goals, and the pillars for such architecture shall be laid down, by means of an adequate information architecture. This text provides clarity and the main thinking behind such information architecture design, ending with a set of recommendations
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Kim, Keunwoo, Junghyun Lee, Seokwoo Hong, Hyunwoo Kim, Boogyo Sim, Kyungjune Son, Taein Shin, et al. "A Low EMI Board-to-board Connector Design for 5G mmWave and High-speed Signaling." In 2022 IEEE 31st Conference on Electrical Performance of Electronic Packaging and Systems (EPEPS). IEEE, 2022. http://dx.doi.org/10.1109/epeps53828.2022.9947123.

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Kumar, Nikhil, Moien Mohamadi, and Sudip Mazumder. "High Performance Off-Board DC Fast Charger." In 2021 IEEE 12th International Symposium on Power Electronics for Distributed Generation Systems (PEDG). IEEE, 2021. http://dx.doi.org/10.1109/pedg51384.2021.9494233.

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Liu, Yumin, and Yong Liu. "Prediction of board-level performance of WLCSP." In 2013 IEEE 63rd Electronic Components and Technology Conference (ECTC). IEEE, 2013. http://dx.doi.org/10.1109/ectc.2013.6575671.

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Bolton, Brian, and Jung Eung Park. "Board of directors turnover and firm performance." In Corporate governance: Fundamental and challenging issues in scholarly research. Virtus Interpress, 2021. http://dx.doi.org/10.22495/cgfcisrp5.

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Kim, Sukjin, Bumhee Bae, Sunkyu Kong, Daniel H. Jung, Jonghoon J. Kim, and Joungho Kim. "Design, implementation and measurement of board-to-board wireless power transfer (WPT) for low voltage applications." In 2013 IEEE 22nd Conference on Electrical Performance of Electronic Packaging and Systems (EPEPS). IEEE, 2013. http://dx.doi.org/10.1109/epeps.2013.6703474.

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Shen, Zunhuan, Guilin Wang, and Qiuya Zheng. "A Study on the Relationship between Board Behaviors and Board Performance: Evidence from China." In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5304970.

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Samman, Faizal Arya, Thagiat Ahzan Adp, and Fandhi Nugraha. "High performance asynchronous bit-level parallel interface for board-to-board inter processor communication." In 2017 International Seminar on Intelligent Technology and its Applications (ISITIA). IEEE, 2017. http://dx.doi.org/10.1109/isitia.2017.8124112.

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Lacarra, Elisabet, Teodoro Seoane, Rodrigo González, and Manuel López. "EGNOS Performance Navigation on Board Oceanographic Hespérides Vessel." In 32nd International Technical Meeting of the Satellite Division of The Institute of Navigation (ION GNSS+ 2019). Institute of Navigation, 2019. http://dx.doi.org/10.33012/2019.16953.

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Reports on the topic "Board performance"

1

DEFENSE SCIENCE BOARD WASHINGTON DC. Defense Science Board Task Force on Patriot System Performance. Report Summary. Fort Belvoir, VA: Defense Technical Information Center, January 2005. http://dx.doi.org/10.21236/ada435837.

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Vander Meuler, D., and /Fermilab. Investigations Into Accumulator 4-8 GHz Pickup Loop / Combiner Board Performance. Office of Scientific and Technical Information (OSTI), April 2000. http://dx.doi.org/10.2172/984599.

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Neuhauser, K. Measure Guideline: Three High Performance Mineral Fiber Insulation Board Retrofit Solutions. Office of Scientific and Technical Information (OSTI), January 2015. http://dx.doi.org/10.2172/1220402.

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Neuhauser, Ken. Measure Guideline: Three High Performance Mineral Fiber Insulation Board Retrofit Solutions. Office of Scientific and Technical Information (OSTI), January 2015. http://dx.doi.org/10.2172/1168775.

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DEFENSE SCIENCE BOARD WASHINGTON DC. Report of the Defense Science Board 1985 Summary Study. Practical Functional Performance Requirements. Fort Belvoir, VA: Defense Technical Information Center, March 1986. http://dx.doi.org/10.21236/ada170961.

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Christopher J. Zygarlicke, Jay R. Gunderson, and Donald P. McCollor. VALIDATION OF FIRESIDE PERFORMANCE INDICES: FOULING/CORROSION EVALUATION OF MDF PARTICLEBOARD AND BLENDS WITH WHEAT STRAW BOARD. Office of Scientific and Technical Information (OSTI), February 1999. http://dx.doi.org/10.2172/778690.

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Chhaya, Sunil. Comprehensive Assessment of On-And Off-Board Vehicle-To-Grid Technology Performance and Impacts on Battery and the Grid. Office of Scientific and Technical Information (OSTI), November 2021. http://dx.doi.org/10.2172/1829576.

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Carrasquilla Barrera, Alberto, Arturo José Galindo Andrade, Gerardo Alfredo Hernández Correa, Ana Fernanda Maiguashca Olano, Carolina Soto Losada, Roberto Steiner Sampedro, and Juan José Echavarría Soto. Report of the Board of Directors to the Congress of Colombia - March 2020. Banco de la República de Colombia, March 2020. http://dx.doi.org/10.32468/inf-jun-dir-con-rep-eng.03-2020.

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The Board of Directors of the Central Bank, as per the provisions of Article 5 of Law 31 of 1992, submits a report to the Congress of the Republic that describes the macroeconomic performance for the first half of 2019 and its prospects for the remainder of the year. The last two chapters report on the composition of the country’s international reserves and the projection of the financial situation of Banco de la República for 2019. The last chapter analyzes the payment systems in the cou
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Carrasquilla Barrera, Alberto, Carolina Soto Losada, Roberto Steiner Sampedro, Mauricio Villamizar Villegas, Bibiana Taboada Arango, and Leonardo Villar Gómez. Report of the Board of Directors to the Congress of Colombia - March 2021. Banco de la República, October 2021. http://dx.doi.org/10.32468/inf-jun-dir-con-rep-eng.03-2021.

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In compliance with Act of Congress 31/1992, Article 5, the Board of Directors of Banco de la República hereby submits to the Congress of the Republic of Colombia a detailed report on the measures that Banco de la República has taken in the emergency situation generated by Covid-19 and presents the macroeconomic results for 2020 and the outlook for 2021 for its consideration. Furthermore, the breakdown of the Foreign Reserves and their performance, the financial position of the Bank and its forecasts, and the Bank’s Cultural management are described.
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Restrepo, José Manuel, Alberto Carrasquilla Barrera, Roberto Steiner Sampedro, Mauricio Villamizar Villegas, Bibiana Taboada Arango, Jaime Jaramillo Vallejo, and Leonardo Villar Gómez. Report of the Board of Directors to the Congress of Colombia - March 2021. Banco de la República de Colombia, July 2022. http://dx.doi.org/10.32468/inf-jun-dir-con-rep-eng.03-2022.

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In compliance with Act of Congress 31/1992, Article 5, the Board of Directors of Banco de la República hereby submits to the Congress of the Republic of Colombia a detailed report on the measures that Banco de la República has taken in the emergency situation generated by Covid-19 and presents the macroeconomic results for 2020 and the outlook for 2021 for its consideration. Furthermore, the breakdown of the Foreign Reserves and their performance, the financial position of the Bank and its forecasts, and the Bank’s Cultural management are described. Sincerely, Leonardo Villar Gómez Governor
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