the present study has been done with the aim of exploring the effects of organizational dynamic capabilities on competitive advantage in consulting firms. to do so, a grounded theory method was used which was suitable regarding the explorative nature of the research. seventeen consulting firms were the research sample. the ceos and members of board of directors of these firms were interviewed. ...

This study examines the association between board structure and corporate performance, where performance is defined as the value added (VA) efficiency of the firm’s physical and intellectual resources rather than the more commonly used financial terms or profitability ratios. It is argued that the inclusion of intellectual elements into the measurement provides a long-term measurement of corpor...

This study examines a relationship between corporate financial risk and board “busyness”. We offer new insights by evaluating two conflicting views on the quality of service that busy directors provide to corporate boards and their impact on board effectiveness. One view claims that directors who serve on multiple boards improve board decision making ability as they have better experience and b...

Purpose of this study is to investigate the relation between board monitoring and firm performance after controlling the endogeneity and multicollinearity problem that exist in most corporate governance research. Prior studies failed to establish any significant relationship between board monitoring and firm performance because of not properly control for endogeneity and multicollinearity probl...

This article reviews empirical studies on the relationship between independent directors and firm performance in Chinese listed companies. The purpose is to generalize empirical evidence on the theoretical claim that independent directors can improve firm performance by performing their monitoring role over management as expected by Chinese regulators. To fulfil this purpose, this article condu...

This study examines the situation of female directors in the top 100 UK quoted companies in the context of recent debates about occupational gender differences and the quality of corporate governance. Less than 2% of the executive directors in our sample are females and just under 9% of the non-executive directors are females. Female non-executive directors receive about two thirds the remunera...