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Academic literature on the topic 'Directors'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 August 2024

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Journal articles on the topic "Directors"

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Meiliana, Meiliana, and Iven Julia. "Analisis Pengaruh Struktur Dewan Direksi terhadap Kinerja Perusahaan." Global Financial Accounting Journal 6, no. 1 (April 30, 2022): 170. http://dx.doi.org/10.37253/gfa.v6i1.6683.

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Purpose - This study aims to determine the effect of the board structure on company performance. This study has 6 independent variables, which consist of the size of the board of directors, independent directors, board of directors meetings, board of directors education, female directors, and managerial ownership. Research Method - The sample used in this research is quantitative data with a purposive sampling technique. Based on the criteria, the samples collected from 473 companies in the period 2014-2018. The sample data is tested using panel data regression. Findings - This study concludes that all the independent variables have no significant effect on company performance. Board of directors still needs to be controlled to achieve good performance. Independent directors rarely interfere on other director decision. Board of director’s meetings only incurs unnecessary expenses. Board of director's education is just a qualification. Women's board of directors in each country could have difference effect because of cultural differences. There are still many directors in public companies that do not have ownership in the company, so there is still no visible effect on managerial ownership. Implication - The findings of this study imply that corporate governance still needs to be strengthened to improve company performance. There are still many problems within the company due to poor governance.

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Bar-Hava, Keren, Feng Gu, and Baruch Lev. "Market Evidence on Investor Preference for Fewer Directorships." Journal of Financial and Quantitative Analysis 55, no. 3 (January 28, 2019): 931–54. http://dx.doi.org/10.1017/s0022109019000085.

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We examine investors’ preference for directors serving on fewer versus more boards (“busy directors”) by measuring market reaction to busy directors’ resignations at the companies that still keep these directors on the board. We find a positive reaction implying a preference for fewer directorships. The reaction is more positive when the need for the director’s services is greater, when the resignation frees up more of the director’s time, and when the director is of higher quality. Furthermore, we find that following their resignation, directors increase their board responsibilities/leadership at firms that still retain them and seek no board appointments elsewhere.

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CHAN, Raymond Siu Yeung, Daniel HO, and Angus YOUNG. "Rethinking the Relevance or Irrelevance of Directors’ Duties in China: The Intersection between Culture and Laws." Asian Journal of Law and Society 1, no. 1 (January 28, 2014): 183–203. http://dx.doi.org/10.1017/als.2013.5.

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AbstractThis paper investigates how culture affects people’s attitudes towards directors’ duties in the People’s Republic of China by surveying a sample of Chinese business executives. If cultural practices lead people to behave differently from what the law prescribes, it is a serious regulatory oversight. Our results suggest that Chinese cultural values do matter when it comes to the perception of breaches of directors’ duties. Specifically, we find that respondents who identify with moral-discipline related traditional Chinese values are more lenient to the chairman breaching his director's duties, whereas respondents who subscribe to modern Chinese values are less receptive to the director failing to report the chairman’s contravention of his director’s duties. These results suggest that it is imperative for China’s law-makers to rethink their approach to regulating directors’ duties instead of the wholesale transplantation of laws from Western countries.

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Veltrop, Dennis B., Eric Molleman, Reggy Hooghiemstra, and Hans van Ees. "The Relationship Between Tenure and Outside Director Task Involvement: A Social Identity Perspective." Journal of Management 44, no. 2 (March 25, 2015): 445–69. http://dx.doi.org/10.1177/0149206315579510.

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Drawing from corporate governance research and social identity theory, the authors argue that the relationship between outside directors’ time in office and outside director task involvement is more complex than generally anticipated. By using a unique multisource data set composed of peer ratings provided by fellow outside directors rating a focal director’s task involvement, this study analyzes director task involvement at the individual director level of analysis. The authors propose and empirically demonstrate that outside director tenure has an inverted U-shaped relationship with outside director task involvement that is moderated by a director’s social identification with the organization. As such, the authors demonstrate that social identification with the organization provides a critical contingency for the curvilinear relationship between outside director tenure and outside director task involvement. Findings suggest that outside directors who socially identify with the organization are more likely to grow “stale in the saddle” at lower levels of tenure. These findings provide support for the merit of analyzing outside directors at the individual level of analysis and suggest that a “one-size-fits-all” approach may not be most appropriate in assessing the effects of tenure on outside director functioning.

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Balavar, Elham. "Comparative Analysis of Qualifications and Disqualifications of Directors: Commercial Act of Iran and Common Law Countries." Malaysian Journal of Social Sciences and Humanities (MJSSH) 9, no. 4 (April 30, 2024): e002622. http://dx.doi.org/10.47405/mjssh.v9i4.2622.

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The directors of companies oversee almost all business operations and are the most important figures in corporate governance. Every company relies on its directors and board to succeed. Directors are crucial to a company since it is the work of directors to supervise and manage its operations. Director duties must be understood and executed responsibly. A person can be a director if meets legal conditions. This study meticulously compares the director's qualification and disqualification under the Commercial Act of Iran to common law countries including Australia, the UK, Malaysia, and Singapore. Such a comparison would reveal whether parts of the Iranian Commercial Act needed change or improvement.

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Mitrović, Milena. "Dužnosti direktora u održivom korporativnom upravljanju." Pravo i privreda 61, no. 3 (September 23, 2023): 844–72. http://dx.doi.org/10.55836/pip_23308a.

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The author addresses the issue of directors’ duties in the context of sustainable corporate governance. The Proposal for a Directive on Corporate Sustainability Due Diligence provides for an extension of the duties of the director, which implies that the director takes into account sustainability issues, including human rights, climate change and environmental impacts. In this way, the director’s duty of care would be harmonised at EU level, which has not been the case so far due to the existence of different concepts of the director’s duty and the company’s interest in the member states. The Proposal was preceded by a Study on Directors’ Duties and Sustainable Corporate Governance. The Study was heavily criticised. The Study proposes a reform of directors’ duties which, if adopted in its current form, could have far-reaching consequences for corporate governance. The paper also looks at the possible consequences of a change in the director’s duty of care in the way provided for in the Proposal for a Corporate sustainability due diligence directive. Finally, the paper considers whether it is appropriate to harmonise directors’ duties at EU level.

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Yudy, Yudy, and Yulius Kurnia Susanto. "KEBIJAKAN HUTANG, TATA KELOLA PERUSAHAAN DAN MANAJEMEN LABA AKRUAL." Jurnal Equity 21, no. 2 (April 13, 2019): 107. http://dx.doi.org/10.34209/.v21i2.638.

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The purpose of the study was to obtain empirical evidence about the effect of debt policy, director size, director independence, institutional ownership, and female directors on accrual earnings management. Samples were obtained through purposive sampling method as many as 102 manufacturing companies listed on the Indonesia Stock Exchange from 2013 to 2016. The results showed that debt policy had a significant effect on accrual earnings management. While the director's size, director's independence, institutional ownership, and female directors do not have a significant effect on accrual earnings management. Management does not dare to make accrual earnings management because they get close supervision from creditors.

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Yudy, Yudy, and Yulius Kurnia Susanto. "KEBIJAKAN HUTANG, TATA KELOLA PERUSAHAAN DAN MANAJEMEN LABA AKRUAL." Equity 21, no. 2 (June 19, 2019): 107. http://dx.doi.org/10.34209/equ.v21i2.638.

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The purpose of the study was to obtain empirical evidence about the effect of debt policy, director size, director independence, institutional ownership, and female directors on accrual earnings management. Samples were obtained through purposive sampling method as many as 102 manufacturing companies listed on the Indonesia Stock Exchange from 2013 to 2016. The results showed that debt policy had a significant effect on accrual earnings management. While the director's size, director's independence, institutional ownership, and female directors do not have a significant effect on accrual earnings management. Management does not dare to make accrual earnings management because they get close supervision from creditors.

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Burt, Aaron, Christopher Hrdlicka, and Jarrad Harford. "How Much Do Directors Influence Firm Value?" Review of Financial Studies 33, no. 4 (June 24, 2019): 1818–47. http://dx.doi.org/10.1093/rfs/hhz068.

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Abstract The value a director provides to a firm is empirically difficult to establish. We estimate that value by exploiting the commonality in idiosyncratic returns of firms linked by a director and show that, on average, a director’s influence causes variation in firm value of almost 1% per year. The return commonality is not due to industry or other observable economic links. Variation in the availability of information on shared directors and a placebo test exploiting the timing of shared directors provide further identification. The results also imply that the directorial labor market does not fully assess directors in real time. (JEL G34, G14)

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Xue, Liu. "Rethinking and Constructing the Mechanism of Directors’ Exemption from Liability under the Revision of the Chinese Company Law." Lex Russica, no. 6 (June 11, 2022): 138–50. http://dx.doi.org/10.17803/1729-5920.2022.187.6.138-150.

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Since its introduction, Chinese Company Law has played a great role in the development of Chinese business system, but with the development of the economy, continuous technological innovation and changes in the world environment, the current Company Law can no longer meet Chinese current economic development and needs to be improved and modified. By examining the current legislative situation in China, the provisions on directors’ liability in China are too strict, which seriously affects the directors’ business judgment in favor of the company’s development in the process of business decision making and does not provide the company directors with the protection they deserve, but instead applies a more stringent standard of liability to directors. At present, there is a double lack of statutory exemption system and intentional exemption system for directors’ liability in Chinese corporate legal system, and in the field of practice, there is a misinterpretation of the judgment standard of directors’ liability for diligence, which needs to be clarified. By analyzing the value and function of the director’s liability exemption system, the article seeks ways to solve the problem of director’s liability exemption, protects directors from unfortunate punishment by introducing business judgment rules, reasonably constructs the intentional exemption mechanism of director’s liability, and clarifies the judgment standard of director’s liability for diligence. The director liability exemption system is reasonably constructed so as to improve the corporate governance problem in China and promote the internationalization level of Chinese company law.

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Dissertations / Theses on the topic "Directors"

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Alfaro, Águila-Real Jesús. "Directors' dealings." IUS ET VERITAS, 2016. http://repositorio.pucp.edu.pe/index/handle/123456789/123482.

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Marshall, Grant. "The Argonauts and writer/directors." Thesis, Queensland University of Technology, 2006. https://eprints.qut.edu.au/16339/1/Grant_Marshall_-_The_Argonauts.pdf.

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The Argonauts is a one hundred and ten minute screenplay depicted in the genre of children's adventure film, set in the suburbs of Brisbane in the early 1990s. It tells the story of four friends who embark on adventure in an attempt to save their parents' shops from a corporate takeover. The exegesis explores the dual role of the screenwriter/director and the affect on the screenplay of the shifts in mindset required when these roles are undertaken by the same person. Screenwriting and directing are explored as two separate but interlinked disciplines. In this paper I have draw on my experience in these two roles to discuss their inter-relationship. In order to understand how the two roles of screenwriting and directing interact, challenge and compliment one another when carried out by the same person, I analyse the interplay of these roles within the specific areas of character, narrative and setting in the writing and revision of the screenplay, The Argonauts.

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Marshall, Grant. "The Argonauts and writer/directors." Queensland University of Technology, 2006. http://eprints.qut.edu.au/16339/.

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The Argonauts is a one hundred and ten minute screenplay depicted in the genre of children's adventure film, set in the suburbs of Brisbane in the early 1990s. It tells the story of four friends who embark on adventure in an attempt to save their parents' shops from a corporate takeover. The exegesis explores the dual role of the screenwriter/director and the affect on the screenplay of the shifts in mindset required when these roles are undertaken by the same person. Screenwriting and directing are explored as two separate but interlinked disciplines. In this paper I have draw on my experience in these two roles to discuss their inter-relationship. In order to understand how the two roles of screenwriting and directing interact, challenge and compliment one another when carried out by the same person, I analyse the interplay of these roles within the specific areas of character, narrative and setting in the writing and revision of the screenplay, The Argonauts.

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Sheffield, Cinnamon. "Preferred Qualifications of Collegiate Athletic Directors: Opinions of Presidents and Athletic Directors." Thesis, University of North Texas, 2016. https://digital.library.unt.edu/ark:/67531/metadc849678/.

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This study explored the preparation methods, qualifications and criteria that both university and athletic directors deemed necessary when searching for athletic directors. Participants completed a survey via Qualtrics online software. Two different populations were sampled for this study: 651 university presidents and 651 athletic directors whose schools compete in either Division I or II in the NCAA, resulting in 96 and 150 usable responses respectively. Participants in both groups were primarily white males with mean ages of 62 for presidents and 52 for the athletic directors. The study provided demographic information, educational history, professional experience, and prior careers of athletic directors. The rankings of the athletic were compared to the rankings of the presidents and identified consistencies of opinions. The respondent groups were in agreement on the qualities and ranking of many dimensions of leadership in this role. The top seven, for both groups, in order, were ethics, budgeting and finances skills, fundraising, communications, sport leadership, strategic management and policy, and athletic administration. This information could be used as a guide for people who want to strategically maneuver up the ranks in athletics administration. Presidents might use the information as they prepare to hire candidates for the athletic director position.

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Salerno, Nancy. "The expansion of directors' liabilities in Ontario, the director's role in sustaining corporate legitimacy." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ56201.pdf.

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Lipman, Trevor. "The role of the independent non-executive director in Australia." Doctoral thesis, Australia : Macquarie University, 2008. http://hdl.handle.net/1959.14/28880.

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Thesis (DBA)--Macquarie University, Graduate School of Management, 2008.
Bibliography: p. 275-289.
Company directors have been in existence for more than four hundred years. In the past, they were considered to be a necessary part of corporate existence, and were usually appointed to a board by the CEO or chairman. However, they were usually mates from the 'boys club' and gained their position from whom they knew, and not from what they were capable of contributing. The appointment of independent directors became more normal, as shareholders looked for a way to wrest control back from management. But what independent directors really do and why they are there is not widely understood. A review of the literature relative to independent directors has identified a gap in the knowledge. This gap is the role of the independent director when considered from a commercial aspect; that is, those who observe or write about independent directors. --This thesis has attempted to generate a theory of the role of the independent director through a review of the literature and a subsequent series of interviews. Grounded theory was the chosen methodology for analysing the data and formulating a theory of the role because it allows the researcher to ground the theory in the data instead of establishing a hypothesis and testing it. --The resulting theory is more complex than it first appears. It was found that the primary role of the independent director is to improve the performance of the board and the company. This role is impacted by a number of factors, the two most influential being the information that is available to the independent directors, and the position of the company. This second factor is defined as the size of the company, where it is in its life cycle, and whether it is experiencing any significant change. --These findings enable a number of recommendations to be made to improve policy and practice, recognising the impact of information and company position on the ability of independent directors to contribute positively. It also raises several areas of further study to continue to refine the understanding of the role of the independent nonexecutive director in Australia. These include, among others, investigating the role from other viewpoints such as the board chair or company secretary, or researching the link between company position and information available to independent directors.
Mode of access: World Wide Web.
xiii, 303 p. ill

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Lai, Brian Y. "Are Independent Directors Effective Corporate Monitors? - An Analysis of the Empirical Evidence in the USA and Canada." Thèse, Université d'Ottawa / University of Ottawa, 2014. http://hdl.handle.net/10393/31018.

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This thesis explores whether independent directors in the USA and Canada are effective in holding management accountable by: (1) analyzing how the policy of relying on independent directors developed and operates; (2) introducing the main theoretical critiques of independent directors’ monitoring effect; and (3) examining whether empirical studies in the field of management science and financial economics support the policy in both countries of relying on independent directors as corporate monitors. Empirical evidence shows that boards with a majority of independent directors, in some circumstances, were associated with better firm performance (in the post-SOX period) and fulfilled certain board tasks effectively in the United States. Canadian studies, however, have not shown a positive association with improved firm performance. Audit committees composed entirely of independent directors have been effective in ensuring the quality of financial reporting in the United States, but this effect has not been found in Canada. Compensation committees composed fully of independent directors neither constrained the level of executive compensation nor tied CEO pay to firm performance in either country. US firms with an audit committee member who had accounting expertise, rather than financial analysis or supervisory expertise, were associated with a higher quality of financial reporting, while Canadian firms with an audit committee member who has financial expertise, instead of financial literacy, were associated with a similar effect. Studies also showed that independent directors perform better in certain circumstances. Based on empirical evidence, US regulators should consider: (1) changing the current mandatory requirements for an independent board and a completely independent compensation committee to a comply-or-explain requirement; (2) narrowing the qualification of a financial expert to an individual who has accounting expertise; and (3) recruiting independent directors who have two or fewer outside directorships, hold more of the corporation’s shares, have lower cost of acquiring corporate information, and have no social connections with the CEO. In Canada, weak evidence of the monitoring effectiveness of independent directors supports the existing comply-or-explain approach. Canadian regulators may only need to require or recommend that at least one audit committee member has financial expertise, instead of only financial literacy.

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Cowley, Nicole Christine. "Politics and directors' performance evaluation: Perceptions of senior student affairs officers and directors." CSUSB ScholarWorks, 2005. https://scholarworks.lib.csusb.edu/etd-project/2806.

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The purposes of this study were to determine whether directors and the senior student affairs officers who supervise them perceive the formal performance evaluation process to be accurate, fair, and meaningful, and whether they perceive the process to be influenced by the politics involved in the position.

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Deacon, Nicola. "Board Member development: Board Member learning and attributes of experienced Board Members." Click here to access this resource online, 2009. http://hdl.handle.net/10292/750.

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This research uses a grounded theory approach to explore the term ‘experienced Board Member’ with research into the learning experiences which bridge the gap between an inexperienced Board Member and an experienced Board Member. The purpose of this research is to identify repeatable/reportable patterns which could be utilised and developed to improve Board Member learning. Data is derived from interviews with nine (current and past) New Zealand Board Members. A common set of attributes of an experienced Board Member emerged from the study. The linking theme of the attributes is that they support the process of reaching a quality agreement or decision. The results of this study suggest that an experienced Board Member is perceived to be a Board Member who contributes to achieving a quality agreement and decision, using attributes associated with: • Contribution to Board processes • Understanding and Knowledge (governance and business acumen) • Internal Drivers • Making Hard Decisions. Formative Board Member learning is associated with developing self confidence, understanding what content is perceived to be (or not to be) relevant, understanding the Boardroom protocols and processes, and understanding the responsibility of the role. The primary mechanism in Board Member learning is observation. Board Member learning was most often the development of tacit understanding through observing events internal to the Board. Learning events for Board Members are likely to arise as part of the dismissal/departure of the CEO or from internal Board dissension. The results also indicate that current NZ Board Members are unlikely to have had any formal preparation for the Board Member role, and learning for the role is likely to be ad-hoc and vicarious. This research suggests that the successful development of experienced Board Members will require a fundamental change in the perception and practice of Board Member development within organisations and at Board level. A Capability and Maturity Model is presented as a framework for assessing an organisation’s capability and maturity in terms of the development of its Board Members. This study builds on corporate governance theory by identifying attributes considered indicative of an experienced Board Member. This study adds to Learning Organisation and Knowledge theories by providing examples and comment on the place of Communities of Practice, and knowledge development within the development of Board Member experience.

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Elms, Natalie E. "Exploring the effect of director tenure on director monitoring: A case-based approach." Thesis, Queensland University of Technology, 2017. https://eprints.qut.edu.au/112190/1/Natalie_Elms_Thesis.pdf.

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This thesis addresses the unresolved question of how director tenure relates to director monitoring. Multiple sources of data, gathered over two interrelated qualitative studies, provide a unique and up close perspective of the phenomena. The results highlight the value of incorporating theories that explain director motivation into traditional corporate governance research. Overall, the relationship between tenure and director monitoring is shown to be more complex than generally assumed, and as such, policies using a single approach for director tenure may not be appropriate.

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Books on the topic "Directors"

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Ltd, Reed Business Information, ed. Directory of directors. East Grinstead: Reed Business Information Ltd, 1999.

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Ltd, Reed Business Information, ed. Directory of directors 2001. East Grinstead: Reed Business Information Ltd, 2001.

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Ltd, Reed Business Information, ed. Directory of directors 2000. East Grinstead: Reed Business Information Ltd, 2000.

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Association, Canadian Actors' Equity, ed. The Canadian directors directory. Toronto: Canadian Actors' Equity Association, 1999.

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W, Thomas James, and American Directors Institute, eds. The Directors directory: A national guide to American stage directors. New York, N.Y: American Directors Institute & Broadway Press, 1988.

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Great Britain, Commission for Racial Equality., ed. Racial equality councils: Directory of directors. London: Commission for Racial Equality, 1999.

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Great Britain. Commission for Racial Equality., ed. Racial equality councils: A directory of directors. [London]: [Commission for Racial Equality?], 1994.

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Directors, The Institute of, and The Reward Group, eds. Directors rewards: Institute of Directors/reward survey of directors' salaries. Stone: The Reward Group, 1998.

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Center for the Study of Intelligence (U.S.), ed. Directors & Deputy Directors of Central Intelligence. Washington, D.C: Center for the Study of Intelligence, Central Intelligence Agency, 1998.

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Roach, Lee. 5. Directors. Oxford University Press, 2016. http://dx.doi.org/10.1093/he/9780198759133.003.0005.

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EachConcentraterevision guide is packed with essential information, key cases, revision tips, exam Q&As, and more.Concentratesshow you what to expect in a law exam, what examiners are looking for, and how to achieve extra marks. This chapter focuses on company directors. Every private company must have at least one director while every public company must have at least two. Directorsʼ duties are now found in the Companies Act 2006, which provides for seven general duties that directors owe to the company. A director’s term of office can terminate in several ways including resignation, retirement, or removal. The courts can also disqualify a person from acting as director.

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Book chapters on the topic "Directors"

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Akanmidu, Oludara. "Directors." In Company Law and Directors’ Duties in Sub-Saharan Africa, 48–72. London: Routledge, 2024. http://dx.doi.org/10.4324/9781003143758-4.

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Keay, Andrew. "Directors." In Company Directors' Liability and Creditor Protection, 7–17. London: Informa Law from Routledge, 2023. http://dx.doi.org/10.4324/9780429266232-3.

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Pisacane, Giovanni. "Directors and Board of Directors." In Corporate Governance in China, 63–68. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-3911-9_6.

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Judge, Stephen. "Registered companies: directors and directors’ duties." In Business Law, 235–59. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-12044-1_11.

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Dine, Janet, and Marios Koutsias. "Directors’ duties." In Company Law, 143–88. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-01562-4_9.

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Eyre, E. C., and Richard Pettinger. "The directors." In Mastering Basic Management, 16–21. London: Macmillan Education UK, 1999. http://dx.doi.org/10.1007/978-1-349-15056-4_3.

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Wild, Ken, and Brian Creighton. "Directors’ remuneration." In GAAP 2000, 117–47. London: Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-15081-6_8.

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Bhagat, Sanjai, and Bernard Black. "Independent Directors." In The New Palgrave Dictionary of Economics and the Law, 941–45. London: Palgrave Macmillan UK, 2002. http://dx.doi.org/10.1007/978-1-349-74173-1_179.

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Davies, Mike, Ron Paterson, and Allister Wilson. "Directors’ remuneration." In UK GAAP, 1615–703. London: Palgrave Macmillan UK, 1997. http://dx.doi.org/10.1007/978-1-349-13819-7_30.

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Hudson, Alastair. "Directors’ duties." In Understanding Company Law, 116–47. Second edition. | Abingdon, Oxon; New York, NY: Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315158099-9.

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Conference papers on the topic "Directors"

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"Directors." In 2007 Computers in Cardiology. IEEE, 2007. http://dx.doi.org/10.1109/cic.2007.4745616.

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"Track Directors." In 2017 Conference for E-Democracy and Open Government (CeDEM). IEEE, 2017. http://dx.doi.org/10.1109/cedem.2017.6.

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"Track Directors." In 2016 Conference for E-Democracy and Open Government (CeDEM). IEEE, 2016. http://dx.doi.org/10.1109/cedem.2016.7.

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"Board of directors." In 2013 Winter Simulation Conference - (WSC 2013). IEEE, 2013. http://dx.doi.org/10.1109/wsc.2013.6721387.

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"Board of Directors." In 2018 IEEE 27th International Conference on Enabling Technologies: Infrastructure for Collaborative Enterprises (WETICE). IEEE, 2018. http://dx.doi.org/10.1109/wetice.2018.00005.

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"Board of Directors." In 2004 IEEE International Reliability Physics Symposium. Proceedings. IEEE, 2004. http://dx.doi.org/10.1109/relphy.2004.1315463.

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"Board of directors." In 2005 IEEE International Reliability Physics Symposium, 2005. Proceedings. 43rd Annual. IEEE, 2005. http://dx.doi.org/10.1109/relphy.2005.1493224.

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"Board of directors." In 2014 IEEE International Reliability Physics Symposium (IRPS). IEEE, 2014. http://dx.doi.org/10.1109/irps.2014.6860572.

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"Board of directors." In 2009 IEEE International Reliability Physics Symposium. IEEE, 2009. http://dx.doi.org/10.1109/irps.2009.5173208.

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"Board of directors." In 2011 IEEE International Reliability Physics Symposium (IRPS). IEEE, 2011. http://dx.doi.org/10.1109/irps.2011.5784435.

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Reports on the topic "Directors"

1

Bebchuk, Lucian, Yaniv Grinstein, and Urs Peyer. Lucky Directors. Cambridge, MA: National Bureau of Economic Research, December 2006. http://dx.doi.org/10.3386/w12811.

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Fogel, Kathy, Liping Ma, and Randall Morck. Powerful Independent Directors. Cambridge, MA: National Bureau of Economic Research, January 2014. http://dx.doi.org/10.3386/w19809.

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Güner, A. Burak, Ulrike Malmendier, and Geoffrey Tate. Financial Expertise of Directors. Cambridge, MA: National Bureau of Economic Research, January 2006. http://dx.doi.org/10.3386/w11914.

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Erel, Isil, Léa Stern, Chenhao Tan, and Michael Weisbach. Selecting Directors Using Machine Learning. Cambridge, MA: National Bureau of Economic Research, March 2018. http://dx.doi.org/10.3386/w24435.

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Miller, Anthony, Lindsey Huang, and Rachel Hamann. Research Report 2014: Faculty & Directors. Physician Assistant Education Association, March 2015. http://dx.doi.org/10.17538/fac2015.001.

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Ljungqvist, Alexander, and Konrad Raff. Busy Directors: Strategic Interaction and Monitoring Synergies. Cambridge, MA: National Bureau of Economic Research, September 2017. http://dx.doi.org/10.3386/w23889.

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Wilson, Cathy Jean. Sean Michaletz Directors Post Doc Fellow Report. Office of Scientific and Technical Information (OSTI), October 2017. http://dx.doi.org/10.2172/1406240.

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Cohen, Lauren, Andrea Frazzini, and Christopher Malloy. Hiring Cheerleaders: Board Appointments of "Independent" Directors. Cambridge, MA: National Bureau of Economic Research, August 2008. http://dx.doi.org/10.3386/w14232.

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Ding, Wenzhi, Chen Lin, Thomas Schmid, and Michael Weisbach. Risk Perceptions, Board Networks, and Directors’ Monitoring. Cambridge, MA: National Bureau of Economic Research, June 2021. http://dx.doi.org/10.3386/w28974.

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Adams, Robert, and Tracy Barone. Orientation for New State WAP Directors and Staff. Office of Scientific and Technical Information (OSTI), April 2003. http://dx.doi.org/10.2172/900761.

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