Gotowe bibliografie tematyczne / Board directors

Gotowa bibliografia na temat „Board directors”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 29 stycznia 2023

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Artykuły w czasopismach na temat "Board directors"

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Bar-Hava, Keren, Feng Gu i Baruch Lev. "Market Evidence on Investor Preference for Fewer Directorships". Journal of Financial and Quantitative Analysis 55, nr 3 (28.01.2019): 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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Donaldson, Jason Roderick, Nadya Malenko i Giorgia Piacentino. "Deadlock on the Board". Review of Financial Studies 33, nr 10 (5.02.2020): 4445–88. http://dx.doi.org/10.1093/rfs/hhaa006.

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Abstract We develop a dynamic model of board decision-making akin to dynamic voting models in the political economy literature. We show a board could retain a policy all directors agree is worse than an available alternative. Thus, directors may retain a CEO they agree is bad—deadlocked boards lead to entrenched CEOs. We explore how to compose boards and appoint directors to mitigate deadlock. We find board diversity and long director tenure can exacerbate deadlock. We rationalize why CEOs and incumbent directors have power to appoint new directors: to avoid deadlock. Our model speaks to short-termism, staggered boards, and proxy access.
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Meiliana, Meiliana, i Iven Julia. "Analisis Pengaruh Struktur Dewan Direksi terhadap Kinerja Perusahaan". Global Financial Accounting Journal 6, nr 1 (30.04.2022): 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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Grove, Hugh, Mac Clouse i Tracy Xu. "Benchmarking boards of directors for better corporate governance". Corporate Board role duties and composition 16, nr 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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Taleska, Ana. "Activist Hedge Funds and Board Representation: A Comparative Analysis of the European and American Fiduciary Duties in the Context of Activist-Nominated Directors". European Company Law 18, Issue 3 (1.06.2021): 84–96. http://dx.doi.org/10.54648/eucl2021011.

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Recently, a new breed of representative director has featured European and American corporate boards: activist-nominated directors. Activistnominated directors are sponsored by hedge funds in course of an activist campaign targeting a listed corporation in a bid to amplify hedge funds’ direct influence in board deliberations. Constituency directors are deeply rooted in (Continental) European corporate governance and activist-nominated directors may find that the decision-making processes and deliberations of multi-stakeholder (two-tier) boards are markedly different from majority-independent (unitary) boards, commonly featured at British and American firms. This dynamic in the (Continental) European corporate governance may significantly curtail activist directors’ influence in gaining support for their demands that are at odds with the interests of other (board-represented) stakeholder interests at (Continental) European firms. activist-nominated director, constituency director, nominee director, representative director
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de Villiers, Charl, Vic Naiker i Chris J. van Staden. "The Effect of Board Characteristics on Firm Environmental Performance". Journal of Management 37, nr 6 (23.06.2011): 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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Leblanc, Richard W., i Mark S. Schwartz. "Effective boards of directors: an examination of director behavioral-types". Corporate Ownership and Control 5, nr 2 (2008): 154–67. http://dx.doi.org/10.22495/cocv5i2c1p1.

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The study sought to explore the role that director behavioral-type might play in leading to board effectiveness. The study involved direct observation of twenty-one boards of directors or committee meetings, together with interviews of 194 respondents. The study suggests that board process may be an equal if not more important factor than board structure in determining board effectiveness. The study’s data suggests that board processes, in turn, may be influenced by the behavioral-types of individual board members. Based on the three dimensions of dissent/consensus; individual/collective; and persuasiveness/non-persuasiveness, five director behavioral types leading to a functional board emerged from the study including: (i) change agents; (ii) consensus-builders; (iii) counsellors; (iv) challengers; and (v) conductors. Five director behavioral types leading to a dysfunctional board also emerged including: (vi) controllers; (vii) conformists; (viii) cheerleaders; (ix) critics; and (x) caretakers. The study concludes with its limitations
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Jonsdottir, Thoranna, Val Singh, Siri Terjesen i Susan Vinnicombe. "Director identity in pre- and post-crisis Iceland: effects of board life stage and gender". Gender in Management: An International Journal 30, nr 7 (5.10.2015): 572–94. http://dx.doi.org/10.1108/gm-07-2015-0064.

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Purpose – The purpose of this paper is to examine how directors’ roles and social identities are shaped by gender and board life stage, using pre- and post-crisis Iceland as the setting. Recent theoretical work suggests the importance of directors’ monitoring and resource provision roles at certain board life stages; however, there is limited empirical evidence of directors’ identification with these roles as well as social role identification as a member of the board. Design/methodology/approach – The authors contribute empirical evidence from interviews with 23 corporate directors in Iceland on individual identification with the director role of monitoring and resource provision, relational identification with the CEO role and social identification as a member of the board. Findings – Prior to the crisis, male directors identified more strongly with resource provision and with their social roles and less strongly with monitoring roles. Compared to their male counterparts, pre-crisis female directors identified more strongly with monitoring and did not identify with their social roles. After the crisis, mature boards’ male director role identities were little changed; male directors continued to identify with resource provision and social identification, rather than monitoring, roles. Compared to pre-crisis, post-crisis female directors described greater identity with their resource provision roles and reported that male directors resented their attempts to fulfill their monitoring roles. In post-crisis, newly formed diverse boards, male and female directors reported very similar role identities which reflected balanced monitoring and resource provision roles, for example providing the board with ethical individual identities and unblemished reputations. The findings of this paper indicate that board composition and life cycle stage might have more impact on director identity than a pre- or post-crisis setting. These findings suggest implications for theory, practice and future research. Originality/value – This paper provides further empirical evidence of the roles male and female directors identify with on corporate boards. Its originality lies in the context of the board work in terms of newly formed and mature boards, before and after the financial crisis, with differing gender composition (male-dominated and gender-balanced boards).
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Kostyuk, Alexander N. "A practitioner’s research: Director remuneration in Ukraine". Corporate Board role duties and composition 2, nr 2 (2006): 37–42. http://dx.doi.org/10.22495/cbv2i2art4.

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Remuneration of members of the supervisory boards in Ukrainian joint-stock companies is the most controversial issue of the corporate board practices. Despite the firm belief of the shareholders that the director remuneration is one of the most important factors influencing the board performance, there are still many companies (21 per cent) where directors are not remunerated for their work on the supervisory board. This report examines practices of the director’s remuneration in Ukraine.
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Liu, Claire, Angie Low, Ronald W. Masulis i Le Zhang. "Monitoring the Monitor: Distracted Institutional Investors and Board Governance". Review of Financial Studies 33, nr 10 (17.02.2020): 4489–531. http://dx.doi.org/10.1093/rfs/hhaa014.

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Abstract Boards are crucial to shareholder wealth. Yet little is known about how shareholder oversight affects director incentives. Using exogenous shocks to institutional investor portfolios, we find that institutional investor distraction weakens board oversight. Distracted institutions are less likely to discipline ineffective directors with negative votes. Consequently, independent directors face weaker monitoring incentives and exhibit poor board performance; ineffective independent directors are also more frequently appointed. Moreover, we find that the adverse effects of investor distraction on various corporate governance outcomes are stronger among firms with problematic directors. Our findings suggest that institutional investor monitoring creates important director incentives to monitor.
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Rozprawy doktorskie na temat "Board directors"

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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. "An exploratory study into director selection : who do directors want on their boards and how do they select them?" Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/72595/1/Natalie_Elms_Thesis.pdf.

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This exploratory study into director selection involved in-depth interviews with Australian non-executive directors to identify what directors consider as important criteria when selecting new members and the approach taken to identify and select candidates. The findings indicate boards select new members based not only on their ability to contribute complementary skills and experience but also on a perceived compatibility with incumbent board members. While these two selection criteria are considered equal in importance, not all selection approaches are able to adequately assess both criteria. As a result many selections fail to realise their selection criteria.
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Hartmann, Michael C. "Continuing Education for Board Directors an Empirical Study of its Effects on Directors, Boards and Public Trust /". kostenfrei, 2008. http://www.biblio.unisg.ch/www/edis.nsf/wwwDisplayIdentifier/3506.

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Hedström, Anna, i Elin Albåge. "Winning the Board Game : Increasing the Strategic Involvement of Boards of Directors". Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-302313.

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After the financial crisis and several corporate scandals, efforts to improve the quality of corporate governance have been made but extended regulatory actions can be seen as insufficient as issues still arise. According to several scholars and practitioners one way for boards to become more efficient is by increasing their involvement in strategy. However, there are discrepancies in what the boards are expected to do and what they are capable of doing. By researching what the barriers are for boards’ active involvement in strategy, the purpose of this paper is to fill, or at least partly explain, this empirical gap. Palepu (2012) has identified four potential barriers for boards’ strategic involvement; the role of the board, external pressures, access to information and boardroom dynamics. Based on Palepu’s framework 17 board members were interviewed with the aim to explore underlying issues and problems preventing strategic work in the boardroom. The results of this study show that the potential barriers for strategic involvement have two different effects on strategy. The role of the board, as well as the external pressure affect the amount of time spent on strategy in the boardroom. The boardroom dynamics and the access to information on the other hand have an impact on the quality of the strategic discussions. These four factors may then limit boards’ involvement in strategic questions if not handled correctly. Two main areas that have shown to be of utmost importance in improving the strategy engagement and the board work in full are increasing the level of engagement of the individual director and having more diversified boards in large. Diversification and higher levels of engagement are thereby two key factors which should be prioritized in order to ensure a sustainable development of corporate governance with more efficient boards actively involved in strategy.
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Bettington, Jacqueline J. "Unpacking director financial literacy". Thesis, Queensland University of Technology, 2015. https://eprints.qut.edu.au/86056/1/Jacqueline_Bettington_Thesis.pdf.

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The social and economic effects of high profile governance scandals such as the National Safety Council, HIH and Centro have triggered much debate, reform and research into predicting and preventing future failures. While this has meant director financial literacy is now recognised as a core capability required of each individual director, there has been little guidance on what this capability involves other than the very general statement of being able to 'read and understand financial statements'. This thesis presents the results of a Delphi study aimed at identifying the core concepts a director needs to master to be financially literate. Thirty-five experts drawn from accounting, education and practice agreed that to be financially literate a director must have a conceptual understanding of 24 basic accounting concepts and be able to independently apply this understanding to a strategic evaluation of the finances of the organisation they serve.
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Lahlou, Ismail. "Corporate board of directors : structure and efficiency". Thesis, Rennes 1, 2014. http://www.theses.fr/2014REN1G022.

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Cette thèse a pour objectif principal d’apporter une contribution à la littérature concernant la structure et l’efficacité du conseil d’administration (CA). Elle s’articule autour de quatre chapitres. Le premier chapitre est une revue de la littérature, tandis que les trois autres portent sur des questions de recherche distinctes. La première étude présentée dans le deuxième chapitre de cette thèse a pour objectif d'étudier les déterminants de la taille du CA, de l'indépendance de ses membres et de la dualité des fonctions de direction et de présidence du CA. Les principaux apports de cette étude peuvent être résumés comme suit : tout d'abord, nos résultats sont fondés sur l'analyse d'un des plus grands échantillons utilisés dans ce domaine, avec à peu près 16000 observations (entreprises-années) pour près de 2300 entreprises américaines observées de 1997 à 2010. De plus, sur le plan méthodologique, une batterie de tests statistiques a été réalisée afin de vérifier la robustesse de nos résultats, notamment des tests tenant compte des biais d'hétérogénéité et de simultanéité. Enfin, cette étude est probablement la première à démontrer que le passage de la loi SOX a limité la capacité des dirigeants à influencer la composition du CA. La deuxième étude s’attache à analyser les deux principales fonctions du CA, qui sont le conseil au chef d'entreprise et le contrôle de ses activités. Ainsi, comprendre la capacité du CA à remplir ces fonctions est une question fondamentale que nous nous proposons d’approfondir. Cette étude vient enrichir la littérature émergente sur la fonction consultative du CA en fournissant de nouveaux éléments de preuves sur l'importance de cette fonction dans la création de valeur de l'entreprise. Ces résultats apportent également des éclairages sur le conflit potentiel existant entre les deux principales fonctions du CA. Enfin, cette étude s'inscrit dans le courant de pensée qui cherche à évaluer l'impact des caractéristiques des entreprises sur l'efficacité de leurs structures de gouvernance. Le principal objectif de la troisième étude présentée dans le dernier chapitre de cette thèse est de déterminer si la rémunération à base d’actions des administrateurs peut affecter les décisions futures en matière d'acquisition, et le cas échéant, comment. Les résultats de cette étude apportent un nouvel éclairage concernant la rémunération des administrateurs. Cette étude met en exergue l'importance des pratiques de rémunération incitative sous forme d’actions et d’options pour les membres du CA. Par ailleurs, bien que de nombreuses études aient été réalisées afin d'analyser la relation existante entre les mesures incitatives à destination des administrateurs et la performance de l'entreprise, notre étude est l'une des premières à explorer les mécanismes à travers lesquels ces mesures peuvent influencer la valeur de l'entreprise
This thesis aims at providing contributions to the existing literature on the structure and effectiveness of corporate boards. It comprises three essays that address distinct research questions. The first study examines the trends and determinants of corporate board structure using a panel data sample. This study extends the existing literature on the determinants of board structure in three important ways. First, our results are based on one of the largest samples used in this area, with almost 16,000 firm-year observations for nearly 2,300 firms observed from 1997 to 2010. Second, in terms of methodology, a set of statistical tests was performed in order to check the robustness of our findings, including tests that account for heterogeneity and simultaneity. Finally, this is probably the first study to show that the enactment of SOX has reduced the ability of CEOs in influencing board composition. Specifically, while SOX does not fundamentally alter the economic determinants of board structure, our results show that the documented negative impact of well performing CEOs on board independence in the pre-SOX era is no longer significant post-SOX. In the second study, the principal objective is to investigate the effects of advisory directors' presence on the board and monitoring intensity on the board's overall effectiveness in value creation. This study makes some significant contributions to the literature. First, it complements and extends the growing literature on the board's advisory function by providing strong new evidence on the importance of this board function in value creation. Second, it also provides some evidence on the potential conflict between the two primary functions of corporate boards. Finally, this study adds to the literature that attempts to assess the impact of firm and industry characteristics on the effectiveness of specific governance structures. The last study has as main objective to examine the relation between director compensation structure and shareholder interests in the context of acquisitions. This study contributes to the literature in several ways. First, we add to the recent but burgeoning literature that deals with the determinants of director compensation. Guided by theoretical work in this area, we show that director compensation is mainly consistent with firm's needs for monitoring and advising. Second, we extend the body of research that highlights the importance of equity-based compensation by providing evidence that the use of incentive-based compensation schemes to reward directors also matters. Finally, although many studies have examined the relation between directors' incentives and firm performance, this work is one of the first to examine the channels through which directors' equity-based pay affects shareholders' value
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Ogbechie, Christopher Ike. "Key determinants of effective board of directors : evidence from Nigeria". Thesis, Brunel University, 2012. http://bura.brunel.ac.uk/handle/2438/7667.

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The 2008 financial crisis that led to the collapse of companies and economic recession in most countries has also increased the concern for transparency, accountability and regulatory oversight and once more put corporate governance and board effectiveness on the front burner of big business issues all over the world. The board is seen as a key player in governance of companies and there is need for a better understanding of how this body works. Majority of the research work in these areas has been in developed economies and not much work has been done in the area of board effectiveness in the emerging markets of Africa. This thesis examines the relationship between key board characteristics and board effectiveness. It also explored the impact of certain mediators on this relationship. Unlike most studies on board which focus on firm performance and mostly in developed markets, this study was conducted in an emerging market and the focus was on board effectiveness. Based on the work done by other researchers in developed economies the researcher developed a theoretical framework and a set of hypotheses to examine the relationship between board characteristics and board effectiveness and the impact of certain mediators on this relationship. Board characteristics considered in this research include board size, CEO duality, board independence, and board diversity. In addition, the impact of board human capital on board effectiveness was also considered. Additionally, the researcher examined if the relationships between board characteristics and board effectiveness will be affected by organization type, ownership, age and size. The empirical examination of the hypotheses developed from the theoretical framework presented in this study show that board characteristics, apart from professional human capital, do not have any significant impact on board effectiveness. Board professional human capital was found to have a positive relationship with board operations and board cohesiveness and also with board effectiveness. The results show that in Nigeria, board diversity and human capital are the most important board structural factors that impact board effectiveness. They also show that board processes of operations, cohesiveness and decision making have significant impact on board effectiveness. Finally the results show that board process factors are more important than board structural factors in determining board effectiveness. The study shows that these relationships were not significantly affected by organization type, ownership, age or size. The study contributes to understanding of board effectiveness in an emerging market where board roles and processes are still developing; by examining both traditional variables such as board size, CEO duality, board independence and other organizational attributes such as board job related diversity and board professional human capital variables. In addition, this is the first study to examine board effectiveness in publicly quoted companies in Nigeria. The study will also contribute to better governance practices in Nigeria, where lack of good governance has been blamed for the slow economic development and growth. The theoretical framework and the findings of this thesis are expected to stimulate scholars for further research into identifying the characteristics that boards must possess if they are to be active and effective. They should also stimulate practitioners and scholars of strategy, organizational behaviour and corporate governance to examine boards and their activities from many perspectives, particularly from the process side.
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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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Horner, Stephen V. "Director ties, board experience, and firm strategic outcomes board experience effects on post-acquisition performance /". Diss., Columbia, Mo. : University of Missouri-Columbia, 2006. http://hdl.handle.net/10355/4489.

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Thesis (Ph. D.) University of Missouri-Columbia, 2006.
The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on August 1, 2007) Includes bibliographical references.
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Coetzee, Shaun. "Business and affairs : the widening of the board of director's powers". Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/26625.

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In Company Law there are two bodies or organs of the company that have the power to make decisions regarding the management of the company. These two bodies are the shareholders in the general meeting and the board of directors. The exact nature of the relationship between the directors and the company is not easily described. While directors have been said to be agents, trustees or even managers of a company, none of these fully describe the position with total accuracy. The nature of the position of the director is best described as being sui generis, and having similarities to each of those in certain circumstances. The Companies Act 71 of 2008 gives a new expanded definition of “director” which clarifies who is considered to be a director. The Common Law initially considered the members in the general meeting, to be the company and any resolution by them was considered to be a corporate act. The constitutional documents of the company were considered to be a contract between them and the majority rule was enforced. The directors would have their power delegated to them. This position changed in 1906 after the case of Automatic Self-cleansing Filter Syndicate Co Ltd v Cunninghame [1906] 2 Ch 34 (CA). Here the court held that there was a division of power, according to the constitutional documents, between the shareholders in the general meeting and the board of directors. The general meeting could not interfere with those powers of the board, except if they changed the articles of association by special resolution. The shareholders had residual and default powers and were the ultimate organ of the company. The position of the board of directors in Companies Act 61 of 1973 was given in Article 59 of Table A. Here the board was given the power to manage the business of the company. It was found that this included the power to derive a profit and stop trading in certain circumstances but did not include the power to liquidate the company. The board’s powers, according to Article 59 of Table A, were still subject to the shareholders in the general meeting. This showed that the shareholders still remained the ultimate power in the company. The division of powers in Company Law has been drastically changed by Section 66(1) of the Companies Act 71 of 2008. The board of directors is now statutory empowered to manage not only the business of the company, but also the affairs. It was stated in the case of Ex parte Russlyn Construction (Pty) Ltd 1987 (1) SA 33 (D) that affairs had a wider meaning than business and could include the power to liquidate the company. Delport states, with reference to Canadian Law, that the word “affairs” means the internal dealings of a company as well as the existence of the company. The statutory empowerment of the board, and inclusion of the word ‘’affairs’’ in section 66(1), changes the division of powers in the company. The board of directors now has original powers and is the ultimate power in the company being able to bring an end to the very existence of the company. The full effect of this change is one which will only be revealed in years to come as case law around this matter develops.
Dissertation (LLM)--University of Pretoria, 2012.
Mercantile Law
unrestricted
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Książki na temat "Board directors"

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Toth, Bruce A. The board of directors. Washington, D.C: Bureau of National Affairs, 2001.

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Lahlou, Ismail. Corporate Board of Directors. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-05017-7.

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Croci, Ettore. The Board of Directors. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-96616-8.

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Lindgren, Ulf. All above board: Creating the ideal corporate board. New York: Palgrave Macmillan, 2013.

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Janis, Riven, i Institute of Chartered Secretaries & Administrators in Canada, red. Understanding your board of directors. [Saint-Nicolas, Québec]: Éditions D.P.R.M., 2009.

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Clemons, Calvin K. The perfect board. Austin, Tex: Synergy Books, 2005.

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Clemons, Calvin K. The perfect board. Wyd. 3. Baltimore, MD: Catharis, 2011.

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Clemons, Calvin K. The perfect board. Wyd. 2. Austin, Tex: Ovation Books, 2008.

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Clemons, Calvin K. The perfect board. Wyd. 2. Austin, Tex: Ovation Books, 2007.

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On the board. Wyd. 2. London: Allen & Unwin, 1985.

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Części książek na temat "Board directors"

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Simnett, Jenny, Filipe Morais i Andrew Kakabadse. "Board committees". W Effective Directors, 188–95. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003201182-38.

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Long, Tracy. "Board evaluation". W Effective Directors, 36–42. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003201182-8.

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Rosati, Carol. "Board appointment". W Effective Directors, 9–14. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003201182-3.

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Lavery, Siobhan. "Board support". W Effective Directors, 178–82. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003201182-36.

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Hodge, Chris. "Board composition". W Effective Directors, 3–8. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003201182-2.

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Pisacane, Giovanni. "Directors and Board of Directors". W 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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Aluchna, Maria. "Board of Directors". W Encyclopedia of Corporate Social Responsibility, 188–95. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-28036-8_180.

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Blake, Allan. "Board Architecture and Entrepreneur Companies". W Dynamic Directors, 81–95. London: Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-14889-9_3.

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Blake, Allan. "Board Architecture and Family Companies". W Dynamic Directors, 96–127. London: Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-14889-9_4.

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Blake, Allan. "Board Architecture and Listed Companies". W Dynamic Directors, 128–50. London: Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-14889-9_5.

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Streszczenia konferencji na temat "Board directors"

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

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

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

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"Board of directors". W 2012 IEEE International Reliability Physics Symposium (IRPS). IEEE, 2012. http://dx.doi.org/10.1109/irps.2012.6241762.

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"Board of directors". W 2013 IEEE International Reliability Physics Symposium (IRPS). IEEE, 2013. http://dx.doi.org/10.1109/irps.2013.6531933.

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"Board of directors". W 2015 IEEE International Reliability Physics Symposium (IRPS). IEEE, 2015. http://dx.doi.org/10.1109/irps.2015.7112660.

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Raporty organizacyjne na temat "Board directors"

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

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

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DEPARTMENT OF THE ARMY WASHINGTON DC. Boards, Commissions, and Committees: Board of Directors, Army and Air Force Exchange Service (AAFES). Fort Belvoir, VA: Defense Technical Information Center, maj 1996. http://dx.doi.org/10.21236/ada401995.

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Council, COPE. Guidelines for the Board of Directors of Learned Society Journals. Committee on Publication Ethics, październik 2008. http://dx.doi.org/10.24318/cope.2019.1.5.

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Ararat, Melsa, Esra Süel i Belgin Aytekin. Women on board Turkey: 2013 1st Annual Report (Independent Women Directors Project). Sabanci University, listopad 2013. http://dx.doi.org/10.5900/su_som_wp.2013.22323.

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Ararat, Melsa, Esra Süel, Belgin Aytekin i Sevda Alkan. Women on board Turkey: 2014 (2nd Annual Report: Independent Women Directors Project). Sabanci University, 2014. http://dx.doi.org/10.5900/su_som_wp.2014.25068.

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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 i Juan José Echavarría Soto. Report of the Board of Directors to the Congress of Colombia - March 2020. Banco de la República de Colombia, marzec 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, Arturo José Galindo-Andrade, Gerardo Hernández-Correa, Ana Fernanda Maiguashca-Olano, Carolina Soto, Roberto Steiner-Sampedro i Juan José Echavarría-Soto. Report of the Board of Directors to the Congress of Colombia - July 2020. Banco de la República de Colombia, luty 2021. http://dx.doi.org/10.32468/inf-jun-dir-con-rep-eng.07-2020.

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In Colombia, as well as in the rest of the world, the Covid-19 pandemic has seriously damaged the health and well-being of the people. In order to limit the damage, local and national authorities have had to order large sectors of the population to be confined at their homes for long periods of time. An inevitable consequence of isolation has been the collapse of economic activity, expenditure, and employment, a phenomenon that has hit many countries of the world affected by the disease. It is an unprecedented crisis in modern times, not so much for its intensity (which is undoubtedly immense), but because its origin is not economic. That is what makes it so unpredictable and difficult to manage. Naturally, its economic consequences are enormous. Governments and central banks from all over the world are struggling to mitigate them, but the final solution is not in the hands of the economic authorities. Only science can provide a way out. In the meantime, the economic indicators in Colombia and in the rest of the world cause concern. The output falls, the massive loss of jobs, and the closure of businesses of all sizes have become daily news. Added to this, there is the deterioration in global financial conditions and the increase in the risk indicators. Financial volatility has increased and stock indexes have fallen. In the face of the lower global demand, export prices of raw materials have fallen, affecting the terms of trade for producing countries. Workers’ remittances have declined due to the increase of unemployment in developed countries. This crisis has also generated a strong reduction of global trade of goods and services, and effects on the global value chains. Central banks around the world have reacted decisively and quickly with strong liquidity injections and significant cuts to their interest rates. By mid-July, such determined response had succeeded to revert much of the initial deterioration in global financial conditions. The stock exchanges stopped their fall, and showed significant recovery in several countries. Risk premia, which at the beginning of the crisis took an unusual leap, recorded substantial corrections. Something similar happened with the volatility indexes of global financial markets, which exhibited significant improvement. Flexibilization of confinement measures in some economies, broad global liquidity, and fiscal policy measures have also contributed to improve global external financial conditions, albeit with indicators that still do not return to their pre-Covid levels.
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Carrasquilla Barrera, Alberto, Carolina Soto Losada, Roberto Steiner Sampedro, Mauricio Villamizar Villegas, Bibiana Taboada Arango i Leonardo Villar Gómez. Report of the Board of Directors to the Congress of Colombia - March 2021. Banco de la República, październik 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 i Leonardo Villar Gómez. Report of the Board of Directors to the Congress of Colombia - March 2021. Banco de la República de Colombia, lipiec 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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