Board Size and Firm Performance: Case of Kuwait

1 Board Diversity and Firm Performance Volatility

Diverse directors may have diverse preferences over firms’ policies or even objectives. As shown by Arrow (1951), diverse individual preferences may fail to univocally aggregate in collective preferences and may consequently lead to arbitrary and volatile decisions. Using the board of directors as a laboratory, we test whether diversity leads to higher performance volatility. We show that firms...

The Impact of Board Size on Firm Performance: Evidence from the UK

We examine the impact of board size on firm performance for a large sample of 2,746 UK listed firms over 1981-2002. The UK provides an interesting institutional setting, because UK boards play a weak monitoring role and therefore any negative effect of large board size is likely to reflect the malfunction of the board’s advisory rather than monitoring role. We find that board size has a strong ...

The Impact of Board Size on Firm Performance: Evidence from the UK

We examine the impact of board size on firm performance for a large sample of 2,746 UK listed firms over 1981-2002. The UK provides an interesting institutional setting, because UK boards play a weak monitoring role and therefore any negative effect of large board size is likely to reflect the malfunction of the board’s advisory rather than monitoring role. We find that board size has a strong ...

Board of Diretor Education and Firm Performance: A Dynamic Approach

I examine the relationship between board of director’s (BoD) education and firm performance on a European dataset over the period from 1999 to 2013, employing a well-developed dynamic panel generalized method of moments (GMM) estimator to alleviate endogeneity issue in corporate governance study. I find no correlation between BoD education and firm’s return on asset, after accounting for endoge...

Corporate Governance , Board of Directors , and Firm Performance