Reformists argue that Japanese firms maintain inefficiently few outside directors, while theory suggests market competition should drive firms toward their firm-specifically optimal board structure (if any). The debate suggests three testable hypotheses. First, perhaps board composition does not matter. If so, then firm performance will show no relation to board structure, but outsiders will be...

We develop a theory of board-directed strategic change in which directors (1) conceive changes in corporate strategy that reflect the strategies of their own home companies, and (2) select new CEOs who have prior experience with similar strategies to facilitate implementation. The findings show that, while the experience of new CEOs appears to predict corporate strategic change, these effects d...

This article reports the findings into patterns of governance on nonprofit boards in Australia. The research surveys 118 boards, upon which serve a total of 1405 directors. The findings indicate that nonprofit boards can mimic some aspects of a shareholder approach to governance. But nonprofit boards, in the main, indicate priorities and activities of a stakeholder approach to governance. The f...

This paper examines the impact of Board characteristics (board size, board independence, and gender) on corporate policy dividend for a set 128 firm-year listed companies manufacturing sector from Amman Stock Exchange between years 2016-2018. The directors have great influence in handling agency conflict. They approve any decision made by executive manager before decisions manner. Also, dividen...

This study is aimed at investigating the relationship between corporate governance attributes and director’s remuneration in Nigerian quoted firms. Specifically attempted to proffer answers questions as it relates impact of board size, firm independence, chief executive officer duality on directors' remuneration. Secondary data were extracted from financial statements accounts sampled firms for...

Agency for International Development in conjunction with the Neuchatel Initiative. The findings, interpretations, and conclusions of this case study are the author's own and should not be attributed to the World Bank, its management, its Board of Executive Directors, or the countries they represent.

Agency for International Development in conjunction with the Neuchatel Initiative. The findings, interpretations, and conclusions of this case study are the author's own and should not be attributed to the World Bank, its management, its Board of Executive Directors, or the countries they represent.

The findings, interpretations, and conclusions expressed in this study are entirely those of the authors and should not be attributed in any manner to the World Bank, to its affiliated organizations, or to members of its Board of Executive Directors or the countries they represent.