Journal Article10.1016/J.JFINECO.2018.02.014
How valuable are independent directors? Evidence from external distractions
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TL;DR: The authors found that approximately 20% of independent directors are significantly distracted in a typical year, indicating declining firm-specific knowledge and a reduced board commitment, and that firms with more preoccupied independent directors have weaker M&A profitability and accounting quality.
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About: This article is published in Journal of Financial Economics. The article was published on 01 Jun 2019.
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Citations
Monitoring the Monitor: Distracted Institutional Investors and Board Governance
TL;DR: The authors found that institutional investor distraction weakens board oversight, and that the adverse effects of investor distraction on various corporate governance outcomes are stronger among firms with problematic directors, while independent directors face weaker monitoring incentives and exhibit poor board performance.
128
Oil price uncertainty and enterprise total factor productivity: Evidence from China
Xiaohang Ren,Ziqing Liu,Chenglu Jin,Ruya Lin +3 more
- 01 Aug 2022
TL;DR: Based on firm-level data of listed Chinese enterprises from 2010 to 2019, the authors found significant evidence that oil price shocks have a detrimental influence on enterprise total factor productivity (TFP), mediated by technical innovation and resource allocation.
87
It’s not so bad: Director bankruptcy experience and corporate risk-taking
TL;DR: In this article, the authors show that firms take more risks when one of their directors experiences a corporate bankruptcy at another firm where they concurrently serve as a director, and this increase in risk-taking is concentrated among firms where the director experiences a shorter, less-costly bankruptcy and where the affected director likely exerts greater influence and serves in an advisory role.
70
Board of directors structure and firm financial performance: A qualitative comparative analysis
TL;DR: In this paper, the authors show that firm financial performance depends on a complex configuration of several board features (board size, board independence, leadership structure and board activity) and several corporate characteristics (firm size, firm leverage and firm age).
61
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